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Blog postYou can empower an entire team to build qualitative insight with the right question. Talk to your customers. You’ve heard this advice repeatedly (often from me). Some teams do this regularly. Others still don’t do this. The excuses vary from not having the people or the time to talk to customers to not having access to them. Talking to customers gives a better sense of their motivations, goals and the drivers for the way they behave when using our products and services. The challenge has alw
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Blog postIdeas are like belly buttons. Everybody has at least one. When it comes to building new products, features or services we all believe we have good ideas. Multiply this by the number of people on your team, your stakeholders and clients and you end up with a seemingly bottomless list of things you could work on. There are many ways to get your idea to rise to the top. In my experience the most effective way is by telling a compelling story about the idea you believe the team should work on. If
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Blog postPhoto by Markus Spiske on Pexels.com “We never actually kill any features.”
“What about when you rewrite an existing system into a new tech stack?”
“We just port over all the old features.”
When you tell a stakeholder what you’re going to build, odds are they’ll get excited. When you tell them that you’re going to shut down a feature, they often get scared. “What if a customer is using that?” Fair question, particularly if you have 5 customers. But if you have hundred -
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Blog postKey results, the “KR” in OKR, are assumptions. They are your best guess at which and how much behavior change in your users indicates you’ve delivered value. Once agreed upon, a team starts working to drive that behavior change. This should initially manifest as experimentation and learning but, realistically, often starts with software development and broad deployment of features. For those teams who do start with learning activities, the work focuses typically on validating feature hypothe<
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Blog postPhoto by Alina Vilchenko on Pexels.com There’s a lot of doom and gloom at the moment in the headlines. Most prominently, many economists are pointing to a looming recession caused by a variety of factors including the pandemic, the war in Ukraine, inflation and the supply chain backlog. In the nearly 25 years I’ve been working professionally I’ve come across some version of this economic outlook multiple times. It started with 9/11 and then the first dot com crash followed by the financial c
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Blog postI doubt you’ll find any startup, high growth company or enterprise that is choosing to implement OKRs and doesn’t have a backlog of work already defined, prioritized and in some stage of development. This proves to be an interesting challenge when the decision is made to change the goal setting framework away from output to outcomes. What happens to the work we’re already doing? We worked hard to build consensus, alignment and commitment to specific tasks and features. Do we start from scratc
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Blog postProduct management as a profession has grown up and become a critical part of modern digital product development practice. There is a fluidity though around what a product manager is and what we should expect of them on the job. In reality, each organization molds their product managers to fit their domain, industry, market, corporate politics, regulations, technology and culture. The result is that a product manager from Citibank doesn’t look exactly like a product manager from Zalando who,
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Blog postPhoto by Suzy Hazelwood on Pexels.com What are we going to build? This is the question that kicks off product conversations in most organizations. Managing to outputs is easy. It’s binary. You either shipped the feature or you didn’t. It’s the default way most organizations think about their work. In contrast, managing to outcomes is more difficult because we’re not focused on delivering an exact set of features but rather driving meaningful, positive behavior change in the people that we se
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Blog postIf I had to identify the hardest change a leader has to make when adoption objectives and key results it would have to be the redefinition of what it means to lead a team. For decades we’ve educated and trained leaders to tell people what to do. We’ve modeled behavior for them throughout their careers that exemplified prescriptive delivery of work tasks, deadlines and expectations. And our teams complied reinforcing our belief that “the boss tells people what to do.”
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Blog postMake your teams comfortable learning So far we’ve talked about trust for your teams and support for product discovery as two key behavior changes required in leaders hoping for a successful transition to objectives and key results. The next leadership behavior change required to make OKRs successful is building a culture of learning.
While I could write a book (and many have) about building a culture of learning (ok, I did write a book about it) I want to focus on two specific activi -
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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
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