Building valuable products by using customer proof as your decision-making compass

What if I told you about a media company that, seven years ago, made the bold decision to stop its presses and step into an uncertain digital future?

Now, imagine this: in the years that followed, it achieved an astonishing 200% growth in reader reach, saw a 25% increase in both ad and reader revenue, and added a whopping $2 million each year from innovative new digital ad products.

And here’s the kicker—it accomplished all of this without losing a single member of its newsroom. That’s right, its 250 reporters remained steadfast, continuing to deliver the quality journalism that built their legacy.

What’s their secret?

A single, extraordinary skill that transformed their trajectory.

Would you like to know what that skill—or story—is?

Presentation made at the Lead-to-cash-bash 4 in Orlando, November 2024. Special thank to Christopher Prinos for the invitation.

Transcript

1. BUILDING VALUABLE PRODUCTS JEAN-MARC DE JONGHE • LA PRESSE LEAD TO CASH BASH 4 • ORLANDO NOV. 2024 BY USING CUSTOMER PROOF AS YOUR DECISION-MAKING COMPASS
3. Now, imagine this: in the years that followed, it achieved an astonishing 200% growth in reader reach, saw a 25% increase in both ad and reader revenue, and added a whopping $2 million each year of new digital ad products to its portfolio. And here’s the kicker—it accomplished all of this without losing a single member of its newsroom. That’s right, its 250 reporters remained steadfast, continuing to deliver the quality journalism that built their legacy. What’s their secret? A single, extraordinary skill that transformed their trajectory. Would you like to know what that skill—or story—is? What if I told you about a news media company that, seven years ago, made the bold decision to stop its presses and step into an uncertain digital future?
4. @madmac 4 • Medias — 1995 • La Presse — 2003 • VP Digital Product & Strategy — 2010 • Led La Presse’s digital transformation, creation of La Presse+ and our award wining Mobile App Jean-Marc De Jonghe VP Digital Product & Strategy • La Presse, founded in 1884, is an independent 100% digital french media whose mission is to offer quality, free and accessible information for all. • La Presse reach each month 4 million readers with Impactful content that fuel the important debates of our society. La Presse Montreal, QC, Canada
5. @madmac 5 HIGH-LEVEL LOOK AT OUR RECENT STORY
6. 6 From good printers 1955
7. 7 2003 To great printers
8. 8 2004 To amazing printers
9. 9 2004 To amazing printers
10. 10 2009 To disrupted business -2M$/month
11. 11 2010 To disrupted printers
12. 12 2013 To disruptors
14. 14 Mobile App
15. 4,6 ★★★★★ 77k review No 6 - news and magazines 350k/day 760k/month 275k/day 500k/month 4,6 ★★★★★ +100k review No 1 - news and magazines AMAZING RESULTS
16. 16 Daily Audience 2002 2012 2022 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 375,000 275,000 470,000 350,000 30,000 230,000 255,000 Newsprint* Web** La Presse+ Mobile App *Newsprint base on weekly average — 2000 *Web ComScore READER’S GROWTH
17. While in our industry...
18. 18 Readers and advertiser’s revenue REVENUE GROWTH +50% Digital Ad $ Stoped the press
19. 3,56M 58M 17% 762K 56M 18% 426K 551M 65% 6x 4x AARPU or Value Reach - MAUs Pages view/ month Yearly revenue 3 DIFFERENT PRODUCTS
20. 20 Speed and impacts of change « We tend to overestimate what we can do in the near future and grossly underestimate what can be done in the distant future. This is because the human imagination extrapolates in a straight line, while real world events develop exponentially. (like compound interest) » – Arthur C. Clarke
21. 21 Results / performance Time Atomic Habits, James Clear Speed and impacts of change
22. 22 La Presse — 1955-2003 La Presse — Today A radical transformation
23. 23 Traditional organization Digital & innovative organization There is a durable and reproducible recipe There is no sustainable recipe except adaptability and agility New World Old World A radical transformation
24. IMPERMANENCE The state or the fact of lasting only for a limited period of time Lesson learned
25. IMPERMANENCE The state or the fact of lasting only for a limited period of time There is a sustainable recipe and reproducible STANDARDIZATION There is no sustainable recipe other then adaptability and agility ADAPTATION & EXPERIMENT
26. @madmac 26 RUN BABY RUN! Us The market Disruptions
27. Market Organisation Products Value created Value captured How do we capture as much value as we create? To survive we need to create and capture value
28. Time spent per day Total stories read per month Sessions? Page views? People, Readers, Customers, Human beings! Cookies? Devices? AARPU per product Subs Revenue? Ad Revenue? Real people & real reading habits THEN value captured Beware of the vanity metrics! Daily usage! Total editions open per month Subs? Circulation?
29. Market Organisation Products Value created Value captured More news stories read More edition opened Building news rituals and habits Relevance More ad revenue More readers revenue More data about product usage Ef fi ciency & sustainability To survive we need to create and capture value
30. Market Organisation Products Value created Value captured Who are they? Where are they? What are they doing? Why should they care? Focus on the users/readers POV 👀 BEGIN FROM HERE
31. The "Right Stu ff " 31 A business goal, a product goal a « destination », a clear « why » and outcomes to measure progress toward success Biz goal / outcomes Real empathy for our customers, an interest and an understanding of their context, their problems, their needs Empathy We build with empathy for our readers
32. WITH A SINGLE, EXTRAORDINARY SKILL ?
33. WE NEED TONS OF IDEAS 33
34. 2018 — My boss " Why not use the same process you designed for the development of our successful digital apps to grow our digital advertising business? " - M Y R E A L L Y S M A R T B O S S
35. Sales ideas at the time
36. @madmac 36 2018 — Me
37. "Ideas never come out completely formed, they only become clearer as and when you work on them. Just start. ” - M A R K Z U C K E R B E R G
38. 38 Most of the ideas are bad! Crazy success Positive impact Negative impact Great disaster Neutral impact Impact of my ideas since the beginning of my career Quantity
39. 39 " The vast majority of [ideas] fail when we experiment with them, and even experts often misjudge which ones will pay off. At Google and Bing, only 10 to 20% of experiments generate positive results. At Microsoft as a whole, a third is effective, a third has neutral results and a third has negative results. " – Ron Kohavi and Stefan Thomke Harvard Business Review Most of the ideas are bad!
40. 40 Most of the ideas are bad!
41. 41 •They are based on a misunderstanding of the domain. •They are technically unfeasible. •They do not take into account the context of the user or the real need of the customer. •They lack details necessary for implementation. •They create more problems than they solves. •They do not solve the targeted problem or achieve a desired result. •The problem targeted by those ideas is not really a problem, etc. Most of the ideas are bad!
42. 42 "If you want to have good ideas, You must have a lot of ideas. Most of them will be bad, and what you need to learn is which ones to throw away. ” Solution? More ideas! – LINUS PAULING One of the five people who won more than one Nobel Prize
43. But can you handle it?
44. 44 Most of the ideas are shit! Crazy success Positive impact Negative impact Great disaster Neutral impact Impact of my ideas since the beginning of my career Quantity What if we were able to Identify them quickly?
45. BEING GREAT AT TESTING LOT OF IDEAS! 45
46. OK NOW WE’RE AT IT! ?
47. CUSTOMER PROOF FAST TO BUILD CONFIDENCE ? OR DISCARD IDEAS
48. 48 Testing ideas quickly with potential customers
49. @madmac 49 Our basic workflow Release Experiment Simulation and testing Fact fi nding Assessment
50. @madmac 50 Risk or Opportunity Context & challenge de fi nition Tons of ideas Low fi delity prototype or layout Do we have a business ? Beta + Test with lucky few + data Launch MVP & improve Release Experiment Simulation and testing Fact fi nding Assessment Our basic workflow
51. @madmac 51 Risk or Opportunity Context & challenge de fi nition Tons of ideas Low fi delity prototype or layout Do we have a business ? Improve, pivot or abandon Beta + Test with lucky few + data Launch MVP & improve Quickly show to customers, get inputs Goal? Metric of success Our secret sauce Release Experiment Simulation and testing Fact fi nding Assessment
52. @madmac 52 Our secret power Customer evidence base 1 tool and 3 metrics Fast Risk or Opportunity Context & challenge de fi nition Tons of ideas Low fi delity prototype or layout Do we have a business ? Improve, pivot or abandon Beta + Test with lucky few + data Launch MVP & improve Quickly show to customers, get inputs Goal? Metric of success
53. Impact Potential of moving the needle on our desired results 🏋 Ease to develop, integrate, launch, operate and "maintain" the initiative, the idea, the solution Confidence It will be a success, it will be desired and used by our target customers 😎 3 simple metrics
54. 54 🏋 Ease e 1 to 10 Impact i 1 to 10 Confidence 😎 c 1 to 10 3 simple metrics
55. 55 Impact •If this idea is very successful - for the best reasonable scenario - to what extent will it have a positive impact on the desired result/goal/metric of success? De fi nition Suggested scale
56. 56 Ease •Ease of implementation is an estimate of the effort and resources required to implement this idea. •It is usually the opposite of effort (person-week) •A lower effort means greater ease. De fi nition Suggested scale
57. 57 But how do you measure confidence?
58. Niveau de con fi ance Level of con fi dence N ear-Zero Very Low Low Med-Low Medium High 0,01 0,03 0,1 0,2 0,5 1 3 7 10 Source: itamargilad.com 58 The confidence compass
59. Launch data Self Conviction Pitch deck Great Powerpoint slides Thematic support Aligns with: vision/strategy, current trends/ buzzword, outside research, macro trends, product methodology Other's opinion The team / management / external expert / investor / my friend / press think it's a good idea Estimates & plans Back of the envelope calculations Eng / UX feasibility evaluation, Business model. Project timeline, Anecdotal Evidence Support by a few product data points, top sales request, 1-3 interested customers, one competitor has it ... Market Data Supported by surveys, smoke tests, all competitors have it... User/Customer Evidence Supported by: lots of product data, top user request, interviews with 20+ users, usability study, MVP Test Results Supported by longitudinal user studies, large-scale MVP, alpha/ beta, A/B experiments... Niveau de con fi ance Level of con fi dence N ear-Zero Very Low Low Med-Low Medium High 0,01 0,03 0,1 0,2 0,5 1 3 7 10 Source: itamargilad.com 59 The confidence compass
60. 60 Impact Ease Confidence i c e Ice score = i x c x e Example : 7 x 7 x 2 = 98 ICE points One tool, 3 metrics
61. 61 Con fi dence building Enabling innovation Moving fast Crossing the con fi dence gate Test results Users/Customers Evidence Market data Launch data Financial model, estimates & plans Niveau de con fi ance Level of con fi dence N ear-Zero Very Low Low Med-Low Medium High 0,01 0,03 0,1 0,2 0,5 1 3 7 10 The confidence gate Anecdotal Evidence CONFIDENCE GATE
62. 62 Tons of ideas ICE Ideas or tactics Impact [ 0-10] Con fi dence [ 0-10] Ease [ 0-10] ICE score [ I x C x E ] Idea or tactic A 1 3 6 18 Idea or tactic B 3 5 5 75 Idea or tactic C 8 2 1 16 Idea or tactic D 6 0,5 1 6 Objective or targeted Result Now we’re cooking with gas !
63. 63 Examples of tests to build confidence • Surveys, polls and research • Corridor studies – random ad hoc survey • Interviews with customers – with models or others • Smoke tests - The product does not yet exist but an primer simulates it to probe interests • Wizard of Oz tests - The product does not exist yet but someone "in the back" simulates it • Concierge tests - The product does not yet exist but a small team "in the back" simulates it manually • "Fishfood" and "Dogfood" - The team / employees use the product • Lucky Few - Some VIP or selected customers use the product as our beta testers with privileges • UX tests, user tests - We observe users performing tasks with the product.
64. 64 Validation methods to build confidence Goal alignment Business modelling ICE Analysis Assumption mapping Stakeholder review Release Experiment Simulation and testing Fact fi nding Assessment Data analysis Surveys Competitive analysis Customers or users interviews Field research Smoke test Wizard of Oz Concierge test Usability test Early Adopters Alpha Longitudinal user study « Fishfood » Labs Beta Preview « Dogfood » Multivariate A/B/n tests A/B tests Post launch Hold back progressive % rollout Types of validation Validation methods REAL FAKE LAUNCH
65. @madmac 65 T i m e Elevator pitch Smoke test Survey and customer’s interview Conceptual prototype or model User testing Concierge Test Working prototype Dog Food Lucky few Beta Launch Fake -> Show -> Learn -> Iterate -> Build Test ideas with customers to build confidence C o n f i d e n c e Field research
66. @madmac 66 Typical process ICE Score 0 75 150 225 300 Guessmates Assessment Survey/Interview Usability test Concierge Test Lucky Few Boss idea Team idea Evidence Confidence Investment
67. COMMUNICATING PROGRESS 67
68. « We don’t make movies to make money. We make money to make more movies. » – WALT DISNEY 68 Strategic planning
69. @madmac 69 Lectorat La Presse+ Revenus annonceurs Engagement web et mobile Programme de dons – Objectif fin = M$ – Objectifs = k DAUs M Éditions mois – Objectif = M articles lus mois – Objectif fin = M$ Outcome Roadmap – Initiatives Engagement Web et Mobile On considère Suivantes En cours Complétées Outcome Roadmap – Lectorat La Presse On considère Suivantes Maintenant En continu Optimisation Complétées Outcome Roadmap – Revenus annonceurs On considère Suivantes En cours Complétées Outcome Roadmap – Programme de dons On considère Suivantes En cours Complétées Optimisation open exchange mobile | URLs dans les bid requests [Nuglif] Nuglif Réduire le nombre d'annulation (ie. revoir le parcours d'annulation) Nuglif Remplacement CRM Nuglif Inscription infolettres communautés Nuglif "Smart segment" La grande séduction La santé générale du lectorat La Presse+ – Métriques suivant les cohortes et Mois 2022 2023 2024 Janvier Février Mars Avril Mai Juin Juillet Aout Septembre Octobre Novembre Décembre 144 760 265 123 352 127 122 511 186 102 260 901 101 650 842 95 396 314 101 041 263 98 778 344 100 125 225 100 614 096 97 912 690 90 068 314 107,1 M 95 011 133 88 753 800 94 786 673 88 351 743 87 725 372 89 130 670 91 707 857 92 973 137 92 787 523 105 500 000 106 859 228 100 855 116 Moyenne 101,5M 94,5M 100,2M MAU Mobile - Objectif = 780k Pages Vues Mensuelles - Objectif = 97.7M 102.9M 102,5M Pour ne pas alourdir le rapport nous présentons au maximum les dernières initiatives qui ont été réalisées Pour ne pas alourdir le rapport nous présentons au maximum les dernières initiatives qui ont été réalisées Pour ne pas alourdir le rapport nous présentons au maximum les dernières initiatives qui ont été réalisées Pour ne pas alourdir le rapport nous présentons au maximum les dernières initiatives qui ont été réalisées Segmentation géo-probabilistique Nouveaux segments plateforme PME Segment 5 -10 Mois janvier février mars avril mai juin juillet août septembre octobre novembre décembre moyenne Budget 5-10 Augmenter l’engagement du segment 5-10 de 2 pts % pour atteindre une moyenne 2024 de 25,5% ou plus Réel 5-10 Budget Gain 5-10 Gain 5-10 Budget % gain 5-10 Réel % gain 5-10 47,562 47,950 45,428 44,476 42,328 44,106 44,898 41,989 46,268 48,368 49,980 46,322 45,806 9,988 11,268 10,221 9,562 9,524 12,350 11,449 10,497 13,649 13,301 14,944 13,665 9,988 21.0% 23.5% 22.5% 21.5% 22.5% 28.0% 25.5% 25.0% 29.5% 27.5% 29.9% 29.5% 25.5% 43,998 11,059 25,2% Projet Gourmand/Recettes (en collaboration avec les Ventes) Nuglif Optimisations SEO (cocons sémantiques) Nuglif Monétisation des jeux sur le Mobile | format vidéo vertical Nuglif Scénario première ouverture | App Mobile Android Nuglif 99 M Segment 1-4 Mois janvier février mars avril mai juin juillet août septembre octobre novembre décembre moyenne Freiner l’attrition du segment 1-4 de 1 pt % pour atteindre une moyenne 2024 de 40,2% ou moins Budget 1-4 Réel 1-4 Budget Attrit. 1-4 Attrit. 1-4 Budget % attrit. 1-4 Réel % attrit. 1-4 93,299 38,020 39,9% 94,704 98,050 95,207 92,885 89,152 89,304 86,331 90,260 90,947 89,690 93,508 94,221 96,377 39,018 39,710 39,035 39,941 36,107 35,722 34,532 36,555 34,105 36,055 36,936 36,746 37,039 41.2% 40.5% 41.0% 43.0% 40.5% 40.0% 40.0% 40.5% 37.5% 40.2% 39.5% 39.0% 40.2% Objectif 2024 : 7,4 M Objectif 2024 : 237k DAUs 365 90,948 42,822 41,696 44,7% 7,480 17,0% 41,97% 22.7% 88,012 37,329 42,083 9,578 Réel 12M Roulant vs Objectifs Customer Journey de réengagement (édition du jour) dans iOS Autopromos dossiers riches LP+ sur LPM/LP.ca et externe (3-4 articles en continu) Campagnes partenaires rendez-vous LP+ en continu Communiqués À surveiller (promo des contenus d'impact en continu) Autopromos La Presse+ sur Mac écosystème (non ciblé à tous) Environnement thématique (ex. Gourmand) Nuglif MAUE LPCA - Objectif = 302k Acquisition App Mobile | Page de don (iOS seulement) Nuglif Objectif 99.4M 92.9M 99.1M 92.4M 91.8M 93.3M 95.9M 97.3M 93.9M 102.2M 105.7M 108.3M Espace explicatif mission App Mobile Nuglif 97.7M 38,245 88,071 42,1% 40,938 10,692 25,0% Pour ne pas alourdir le rapport nous présentons au maximum les dernières initiatives qui ont été réalisées Guide d'achat Nuglif Tests de notifications avec manchettes velcro Dernière MAJ : Septembre 2024 102,2M 35,190 40,0% 9,219 22,5% Test QR Code vers téléchargement LPM sur LPCA Desktop Nuglif Vos offres 2 0 | Présence web Nuglif Optimisation des autres formats natifs sur Mobile (iOS et Android) Nuglif 89,974 40,779 45,3% 43,537 7,692 17,7% Partenariats installation de La Presse+ sur les Mac Initiatives Commerce Media (Audience commerce + Votre réseau) Dernière version La Presse+ pour iOS 13 et iOS 14 (tablettes qui peuvent toutes migrer à iOS 15) Nuglif 92.7M 86,824 36,484 42,0% 41,184 9,864 24% Réparation des notifications rédactionnelles (Alertes) iOS/Android Nuglif Nouvelles portes d'entrées LaPresse ca Nuglif 84,408 33,850 40,1% 41,152 11,203 27,2% Optable | La Presse+ Android Nuglif 105.2M Stratégie de notifications pour les 2 hors-séries Olympiques faits par la Rédaction 82,559 34,365 41,6% 40,952 9,415 23% Campagne promo de la rentrée (écosystème) Une de La Presse+ dans les réseaux sociaux (LinkedIn X etc ) Tests de notifications ciblées manuels dans iOS Tests de notifications sur du contenu régional (dossiers/enquêtes) Customer journey de réengagement avec les notifications Customer journey de réengagement pour la connexion Promo Android (une fois que l'expérience sera meilleure plus tard cet automne) Nuglif Notifications ciblées automatiques (iOS / Android) Nuglif Menu des sections amélioré Android (si objectifs atteints sur iOS) Nuglif Section / Hors-série «Comprendre» Infolettre «Comprendre» Nuglif Customer Journeys connexion & notifications Optimisations SEO (articles similaires) Nuglif Infolettre Santé (Catherine Handfied et Alice Girard-Bossé) Nuglif Utiliser les jeux dans l'App mobile comme outil de conversion pour les utilisateurs web mobile Nuglif Lien permanent pour télécharger l'App mobile à partir du web mobile Nuglif Paiement rapide Apple Pay / Google Pay Nuglif Nouvelle porte d'entrée (menu des sections) | App Mobile Android Nuglif Acquisition App Mobile | Page de don (Android) Nuglif Formation élargie des chefs de division et des reporters Phase 2 : Tests A/B Mur d'authentification pour augmenter les articles lus (en attente d'objectifs de connexion) Optimisations SEO | Core Web Vitals Nuglif Pages vues LPCA Pages vues LPM Déploiement de la roue des besoins à l'ensemble de la salle de rédaction 86,224 34,024 39,5% 40,133 10,209 25,4% Notifications Braze pour Android Nuglif Espace jeux App mobile iOS/Android Nuglif Tests de notifications matins et soirs Promo Hors-série Comprendre Ajustement du modèle en cours avec l'équipe Science de données Science de données Création de gabarits de recettes et de rubriques pour atteindre les objectifs de la roue par section Rencontres mensuelles de suivi sur les objectifs de la roue des besoins entre FC et les directeurs Partage personnalisé des données d'engagement des articles des journalistes Science de données Campagne Mon année (16 décembre) Merci-o-thon (10 et 17 décembre) accompagné d'une campagne du 10 décembre au 5 janvier Revue de l'année (4 décembre) avec campagne débutant le 12 novembre Format carrousel dynamique (flux de produits) Nuglif Rapport annuel (publié le 1er février) avec campagne les semaines suivantes Centre de notifications App mobile iOS/Android Nuglif Retour de la campagne La Presse+ «Retrouvez votre tablette» + ajout aussi du Mac Centre de notifications LP+ (ou optimisation des notifs actuelles) Nuglif Évaluation des outils de Smart Octo pour utilisation Revoir les objectifs des besoins lecteurs globaux et par section Recherche Ajout du besoin des reportages dans le budget quotidien Dashboard global, par section et par section de la roue des besoins. Présentation aux directeurs et aux chef de division Science de données Customer journey pour les lecteurs de LP ca sur tablette Customer journey pour les lecteurs de l'app mobile sur tablette Customer journey pour les lecteurs de Mac avec puce Apple Optimisation de campagne Onboarding La Presse+ Customer Journeys infolettres Élections américaines | Résultats en direct sur le web et dans l'App mobile) Nuglif Dialogue avec les lecteurs (découverte produits en continu) Nuglif Nouvelle porte d’entrée infolettre LaPresse ca Nuglif Refactoring données lecteurs et donateurs | Compte utilisateurs Nuglif Optimisation page de dons | App Mobile iOS Nuglif 100,5M 104,2M 98 M Centre de notifications web desktop Nuglif Monétisation des infolettres lecteurs Nuglif Roue des besoins | Jalon 1 App et web Nuglif Intégration du modèle fait par Science de données dans l'Éditeur pour l'édition La Presse+ Nuglif Intégration du modèle fait par Science de données dans l'Éditeur pour l'app mobile / web (listes) Nuglif Analyse écosystème de l'engagement créé par la balado de Paul Arcand Campagne marketing pour le nouvel espace Jeux Format collection multiplateforme (évolution du format carrousel dynamique) Nuglif Environnement promo LP+ | nouveau modèle de vente Strategic dashboard 3 4 make money 1 2 make more movies
70. @madmac 70 Outcome Roadmap – Revenus annonceurs On considère Suivantes En cours Complétées Outcome Roadma On considère Optimisation open exchange mobile | URLs dans les bid requests [Nuglif] Nuglif Réduire le nomb revoir le parcour Nuglif Inscription infole Nuglif "Smart segment" Pour ne pas alourdir le rapport nous présentons au maximum les dernières initiatives qui ont été réalisées Segmentation géo-probabilistique Nouveaux segments plateforme PME Monétisation des jeux sur le Mobile | format vidéo vertical Nuglif Environnement thématique (ex. Gourmand) Nuglif Espace explicatif Nuglif Guide d'achat Nuglif Vos offres 2 0 | Présence web Nuglif Optimisation des autres formats natifs sur Mobile (iOS et Android) Nuglif Initiatives Commerce Media (Audience commerce + Votre réseau) Nouvelles portes LaPresse ca Nuglif Optable | La Presse+ Android Nuglif Paiement rapide Pay Nuglif Format carrousel dynamique (flux de produits) Nuglif Monétisation des infolettres lecteurs Nuglif Format collection multiplateforme (évolution du format carrousel dynamique) Nuglif Environnement promo LP+ | nouveau modèle de vente Visibility : outcome roadmap We’re considering Next In progress Done
71. @madmac 71 Revenus annonceurs Pro – Objectif fin = M$ Outcome Roadmap – Revenus annonceurs réalisées Visibility : Results so far
72. @madmac 72 Example: native shopping format X to customer DB
73. @madmac 73 Example: native shopping format X to customer DB
74. @madmac 74 Example: game section to drive video inventory 1 2 3 4 5
75. CONCLUSION 75
76. The market Our beautiful products, services, processes, principles and our business model Impermanence
77. @madmac 77 BUILDING VALUABLE PRODUCTS Us (Still running) The market Disruptions BY USING CUSTOMER PROOF AS YOUR DECISION-MAKING COMPASS
78. 78 1. Goal with metrics 2. Tons of ideas 3. Quick action & fast testing 4. Customers evidence based decisions 5. Build con fi dence and go! 6. Rinse and repeat Behavioral change How do you change the game?
79. @madmac 79 Jean-Marc De Jonghe ca.linkedin.com/in/dejonghe speakerdeck.com/jdejongh Thank you Connect with me Give me feedback I’ll send you the deck
80. @madmac 80 • Crossing the Chasm (1991, revised 1999 and 2014), Geoffrey A. Moore • Creativity Inc (2014, Random House Canada), Ed Catmull with Amy Wallace • Being Digital, Nicolas Negroponte (Knopf 1995) • TedTalk, Dan Pink sur la surprenante science de la motivation, Dan Pink https://www.ted.com/talks/ dan_pink_on_motivation?language=fr#t-1010302 • Why we plan – Part I – Failure to Rescue, Buridan’s Blog http://buridansblog12.rssing.com/chan-20258046/ all_p1.html • ICE Score all you need to know Itamar Gilad https://itamargilad.com/ice-scores/ • The Phoenix and the Unicorn, Peter Hinssen (2020 nexxworks) • Complicated vs Complex and why it’s matters - Roland Wolfig https://beya.io/2016/03/complicated-vs-complex- and-why-it-matters/ • Complexity and Strategy https://hackernoon.com/ complexity-and-strategy-325cd7f59a92#.5h6wyrxvk • Prototyping: Fake It till you make it (WWDC 2014, Apple Developper, Apple Inc.), Get a glimpse of Apple's prototyping process and the range of tools and techniques they use, some of which might surprise you. https://developer.apple.com/videos/ play/design/12/ • The Future of Jobs : Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution (World Economic Forum, Jan 2016) References
81. @madmac 81 • Crossing the Chasm (1991, revised 1999 and 2014), Geoffrey A. Moore • Creativity Inc (2014, Random House Canada), Ed Catmull with Amy Wallace • Being Digital, Nicolas Negroponte (Knopf 1995) • The Phoenix and the Unicorn, Peter Hinssen (2020 nexxworks) Books to inspire your journey