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About Jeff Gothelf
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Blog postTalk to your customers. Get out of the building. Voice of the customer. Exposure hours. Research.
We have an endless amount of names for the process of listening and learning from the people who consume the products and services we make. On top of those names we have an endless amount of advice (this blog included) about how to run those activities successfully. But when are we actually done with this round of user interviews? How do we know we’ve talked to enough people? If we’ -
Blog postWe spend a lot of time defining what Objectives and Key Results are, how to write them and why they are important. What we don’t address directly is the impact OKRs have on the job description of a middle manager. These folks are no longer individual contributors (but they were likely IC’s not too long ago) and they’re not “executives” quite yet either. They lead teams that can be cross-functional or discipline-specific helping them achieve very specific deliverables. At least, that’s how it<
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Blog postPhoto by Min An on Pexels.com “This is really going to drive engagement, increase usage and enable growth,” said every product manager ever. And, in so doing, said nothing at all.
Whether it’s the squirrely words in the opening sentence or other generic motivational phrases like “drive active users” and “increase reach” it seems that product managers and other “business people” go out of their way to figure out how to “set goals” without actually being accountable for anything -
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Blog postPhoto by Pixabay on Pexels.com As we’ve discussed multiple times here, your key results should be outcomes. Outcomes are measures of human behavior that deliver business value. This is what sets OKR’s apart from other goal-setting frameworks. We’re no longer managing to features, or output. We’re managing to outcomes, or measures of behaviors our users and customers do in our products and services. The metrics you choose as your key results help you define done and need to be specific and ve
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Blog postIn most organizations there usually is some form of cross-functional team building the product. There are also “horizontal” or “services” disciplines designed to work across these teams and other verticals to provide a specific function or skill. These could be designers (a sadly all-too-common anti-pattern), platform engineers, data scientists and communications specialists, to name a few. While the product teams can create straightforward OKRs related to what they’re building, these service
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Blog postI was speaking with a friend last week and she used the phrase, “gird your loins” in our conversation. I’d heard this phrase before and had a rough idea that it meant, “prepare yourself for a tough task ahead.” Honestly though, I wasn’t sure. So, I looked it up. Sure enough, I was right. Girding your loins means to prepare yourself, mentally in most cases, for a tough challenge ahead. Ok, great. But what does “gird” mean? And what does it have to do with “loins.”
Lucky for us we -
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Blog postPhoto by Pixabay on Pexels.com “It’s going to take forever to test this hypothesis.” I hear this a lot from teams we work with. Often the context is complicated, perhaps regulated and is full of organisational hurdles to getting some kind of test out the door. Teams express a desire to design experiments and even to run them but can’t overcome these organisational complexities.
Break down the time frames One trick we’ve used for years to help teams come up with realistic experiments -
Blog postPhoto by Pixabay on Pexels.com Ever since we shared the Lean UX Canvas teams around the world have used it to kick off initiatives and begin a cross-functional, product discovery journey. Over the years, I’ve clarified various parts of the canvas including sharing a complete canvas example. Perhaps the most critical box in the entire canvas is Box 2 – Business Outcomes. This is where I’ve shared in previous blog posts:
Why you should map your outcomes to impact metrics The exercise tem -
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Blog postBox 1 in the Lean UX Canvas asks teams to write a business problem statement. The purpose of the exercise is to start a new initiative with the work framed as a problem to solve rather than a solution to implement. When work is framed as a solution your teams have very little flexibility. Agility is the first casualty with teams working towards fixed time and scope initiatives. When work is framed as a problem to solve, teams are explicitly asked to do product discovery work. The “answer” isn
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Blog postPhoto by JESHOOTS.com on Pexels.com In my OKR Masterclass I list the 3 top benefits to using OKRs:
They explicitly demand our teams do product discovery work to determine the best combination of code, copy, design, business model and value proposition that will drive our desired customer behaviors.
The more discovery we do the more empathy we develop for our customers and users ensuring we continuously improve the customer-centric nature of our culture.
OKRs drive organizat -
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Titles By Jeff Gothelf
Lean UX: Produktentwicklung und -design mit agilen Teams (mitp Professional) (German Edition)
Feb 14, 2020
by
Jeff Gothelf
$9.99
Other Formats:
Perfect Paperback
Sense & Respond. Adattate continuamente il ritmo del vostro business a quello del mondo (Italian Edition)
Nov 14, 2018
$28.99
Other Formats:
Paperback
