OMG. Alignment!

Transcript

1. OMG. Alignment! C. TODD LOMBARDO — @IAMCTODD CHIEF DESIGN STRATEGIST — FRESH TILLED SOIL
3. Dear Coworker,
4. Dear John Letter 1. On your own, pen a “Dear John” style letter explaining why you want to breakup with your colleagues 2. Swap letter with neighbor. 3. Read letters aloud to the group 4. Identify top 3 issues per group OUTPUT 10 minutes INSTRUCTIONS DEAR _________, IT’S NOT ME, IT’S YOU … SINCERELY, - DISGRUNTLED USER
6. Common Misalignment
7. Common Misalignment ◦ Unclear strategy ◦ Unclear roles ◦ Lack of accountability ◦ ◦ Groundhog day ◦ Broken Promises ◦ Overly incremental ◦ ◦
8. WTF is Alignment?
10. ALIGNMENT ◦ A concerted effort to help people understand the issues and what their respective roles are ◦ Asking questions and listening to feedback ◦ Not consensus
11. ALIGNMENT ◦ A concerted effort to help people understand the issues and what their respective roles are ◦ Asking questions and listening to feedback ◦ Not consensus CONSENSUS ◦ A group of people having input to reach a decision ◦ Everyone agrees to the decision
12. ALIGNMENT ◦ A concerted effort to help people understand the issues and what their respective roles are ◦ Asking questions and listening to feedback ◦ Not consensus CONSENSUS ◦ A group of people having input to reach a decision ◦ Everyone agrees to the decision COLLABORATION ◦ When individuals cooperate to accomplish a common goal or outcome ◦ They may not agree on everything each step of the way, but they do agree on the final outcome
13. A North Star…Have one?
14. Southeast is…?
15. ..aka Product Vision Mission Purpose
16. Mission, Vision, & Values The change you want to see in the world
17. Mission, Vision, & Values Product Vision Why your product exists in the world. The future world your product seeks to create. The change you want to see in the world COMPANY LEVEL PRODUCT LEVEL
18. Mission, Vision, & Values Product Strategy How your product will create value and contribute to your mission (internal + external). Product Vision Why your product exists in the world. The future world your product seeks to create. The change you want to see in the world COMPANY LEVEL PRODUCT LEVEL
19. Mission, Vision, & Values Execution What you will build that solves for these needs. Problems/Needs What you need to solve for in order for your product to be valuable. Product Strategy How your product will create value and contribute to your mission (internal + external). Product Vision Why your product exists in the world. The future world your product seeks to create. The change you want to see in the world COMPANY LEVEL PRODUCT LEVEL
20. Mission, Vision, & Values Execution What you will build that solves for these needs. Problems/Needs What you need to solve for in order for your product to be valuable. Product Strategy How your product will create value and contribute to your mission (internal + external). Product Vision Why your product exists in the world. The future world your product seeks to create. The change you want to see in the world Why? COMPANY LEVEL PRODUCT LEVEL
21. How? Mission, Vision, & Values Execution What you will build that solves for these needs. Problems/Needs What you need to solve for in order for your product to be valuable. Product Strategy How your product will create value and contribute to your mission (internal + external). Product Vision Why your product exists in the world. The future world your product seeks to create. The change you want to see in the world Why? COMPANY LEVEL PRODUCT LEVEL
22. What? How? Mission, Vision, & Values Execution What you will build that solves for these needs. Problems/Needs What you need to solve for in order for your product to be valuable. Product Strategy How your product will create value and contribute to your mission (internal + external). Product Vision Why your product exists in the world. The future world your product seeks to create. The change you want to see in the world Why? COMPANY LEVEL PRODUCT LEVEL
23. TO ORGANIZE ALL OF THE DATA IN THE WORLD AND MAKE IT ACCESSIBLE FOR EVERYONE IN A USEFUL WAY
24. TO ORGANIZE ALL OF THE DATA IN THE WORLD AND MAKE IT ACCESSIBLE FOR EVERYONE IN A USEFUL WAY TO PROVIDE A FAST, SIMPLE, AND SECURE BROWSER FOR EVERYONE TO EXPERIENCE THE MODERN WEB.
25. TO ORGANIZE ALL OF THE DATA IN THE WORLD AND MAKE IT ACCESSIBLE FOR EVERYONE IN A USEFUL WAY TO GIVE EVERYONE A VOICE AND SHOW THEM THE WORLD. TO PROVIDE A FAST, SIMPLE, AND SECURE BROWSER FOR EVERYONE TO EXPERIENCE THE MODERN WEB.
26. TO ORGANIZE ALL OF THE DATA IN THE WORLD AND MAKE IT ACCESSIBLE FOR EVERYONE IN A USEFUL WAY TO GIVE EVERYONE A VOICE AND SHOW THEM THE WORLD. HELPS PEOPLE AROUND THE GLOBE ENJOY GREATER ACCESS TO INFORMATION AND OPPORTUNITY THAN EVER BEFORE. TO PROVIDE A FAST, SIMPLE, AND SECURE BROWSER FOR EVERYONE TO EXPERIENCE THE MODERN WEB.
27. SpaceX Example
28. SpaceX Example Mission: Make going to Mars a reality in this lifetime.
29. SpaceX Example Mission: Make going to Mars a reality in this lifetime. Product Vision: Create a high efficiency, low cost space travel vehicle that can carry passengers to Mars.
30. SpaceX Example Mission: Make going to Mars a reality in this lifetime. Product Vision: Create a high efficiency, low cost space travel vehicle that can carry passengers to Mars. Objective: reduce the cost of space travel to what an average American family can afford.
31. SpaceX Example Mission: Make going to Mars a reality in this lifetime. Product Vision: Create a high efficiency, low cost space travel vehicle that can carry passengers to Mars. Key Result: Get cost to travel to Mars under $200,000. Objective: reduce the cost of space travel to what an average American family can afford.
32. Alignment Across… What?
33. Executives Sales Marketing & PR Research Customer Support Product Marketing Production Customers Users Vendors Partners Operations Finance Human Resources Product Core Product Owner Design Engineering
34. INTERNAL EXTERNAL DETAILED HIGH LEVEL C-LEVEL, EXECUTIVES PRODUCT MARKETING CUSTOMER SUPPORT GENERAL PUBLIC SALES & MARKETING TRUSTED CUSTOMERS PARTNERS DEV OPS Product Core Source: Jana Bastow
35. Shuttle Diplomacy Individually meet with all stakeholders to come to decisions that involves compromise and trade-offs. Authorship: Opportunity for early input means they have authorship too Trust: Build trust and rapport with each of these stakeholders Politics: Get exposure to key, or even hidden, politics
36. 1 to 1
37. 1 to 1 Group
38. G.R.O.W FRAMEWORK FOR 1:1
39. GOALS ◦ Desired outcomes for next ## months ◦ Why do they have those objectives? ◦ How are they measured in reaching those objectives REALITY ◦ What is currently in their plate? OPTIONS ◦ What do they think needs to be on the roadmap? ◦ How do those reach their objectives? WAY- FORWARD ◦ Which of their product priorities for the next ## months are they in agreement with ◦ What works best for them?
40. GOALS REALITY OPTIONS WAY- FORWARD
41. Negotiating Changes
42. Unplanned Change The “iron triangle”: what lever will you pull to make the proper adjustments? Quality Schedule Scope Resources INVERSE
43. Unplanned Change The “iron triangle”: what lever will you pull to make the proper adjustments? Quality Scope Resources Schedule INVERSE
44. Unplanned Change The “iron triangle”: what lever will you pull to make the proper adjustments? Scope Resources Quality Schedule INVERSE
45. Light. Cheap. Fast. Pick two. KEITH BONTRAGER FOUNDER, BICYCLE PRODUCT MANUFACTURER
46. productroadmapping.com ctodd@freshtilledsoil.com