sense & respond: a lean leader's workshop, jeff gothelf, principal, gothelf.co + joshua...
TRANSCRIPT
HOW TO BUILD & LEAD SUCCESSFUL LEAN PRACTICES IN HIGH GROWTH COMPANIES
JEFF GOTHELF
SENSE & RESPOND
JEFF GOTHELF / @JBOOGIE / [email protected]
JOSH SEIDEN / @JSEIDEN / [email protected]
GOTHELF.CO / @JBOOGIE
YOUR FACILITATORS TODAY:
Jeff Gothelf
@jboogie
Josh Seiden
@jseiden
GOTHELF.CO / @JBOOGIE
OUR AGENDA• Intro to concepts • Introduce the problem space (i.e., context) • Business Problem Statements • Risks & The Risks Dashboard • Experiment Stories • Decision-making meetings • Decision-making exercise • Q&A / Discussion
GOTHELF.CO / @JBOOGIE
YOU’RE IN THE SOFTWARE BUSINESS
AT GOLDMAN SACHS THE LARGEST SINGLE DIVISION IN THE FIRM IS NOW TECHNOLOGY, EMPLOYING EIGHT THOUSAND—A FULL 25 PERCENT—OF THE FIRM’S THIRTY-TWO THOUSAND EMPLOYEES.
GENERAL ELECTRIC HAS BEGUN A PROGRAM CALLED DIGITAL TWINS THAT INVOLVES CREATING DIGITAL SIMULATIONS OF HARDWARE PRODUCTS. A JET ENGINE MIGHT HAVE A “VIRTUAL TWIN” SPECIFIC TO THE ENGINE RUNNING ENTIRELY IN SOFTWARE. THIS ALLOWS GE TO MONITOR REAL-TIME PERFORMANCE OF THAT SPECIFIC ENGINE AND ALSO TO EXPERIMENT WITH NEW ENGINE FEATURES AND SETTINGS IN THE DIGITAL REALM WITHOUT HAVING TO TAKE SAFETY RISKS IN THE REAL WORLD.
GOTHELF.CO / @JBOOGIE
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"We poured surreal amounts of money into it, yet we all thought it had no value for the customer, which was the biggest irony. Whenever anyone asked
why we were doing this, the answer was, ‘Because Jeff wants it.’ No one thought the feature justified the cost to the project. No one. Absolutely no one."
GOTHELF.CO / @JBOOGIE
"If you think that's a big failure, we're working on much bigger failures right now…some of them are going to make the Fire Phone look like a tiny little blip.
The size of your mistakes needs to grow along with the company. If it doesn't, you're not going to be inventing at scale that can actually move the needle."
http://www.businessinsider.com/jeff-bezos-why-fire-phone-was-a-good-thing-2016-5
GOTHELF.CO / @JBOOGIE
W E C A N ’ T M A K E D E C I S I O N S L I K E T H I S A N Y M O R E
W E ’ R E S E T T I N G O U R P R O D U C T T E A M S U P T O F A I L
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GOTHELF.CO / @JBOOGIE
HOW DO WE LEVERAGE LEAN, AGILE & DESIGN THINKING TO BUILD A CUSTOMER-CENTRIC CULTURE OF CONTINUOUS LEARNING?
EMBRACING UNCERTAINTY
GOTHELF.CO / @JBOOGIE
THE TRUTH CURVE
Anything you’re doing in here is stupid. i.e., unnecessarily risky
GOTHELF.CO / @JBOOGIE
THE CONTINUOUS LEARNING CYCLE•Define a business problem
•State your desired outcomes
•Declare your assumptions
•Hypothesize: write the test first
•Run an experiment
•Synthesize your findings
•Kill / pivot / persevere
•Repeat
Ideas
Build
Product
Measure
Data
LearnLearn
Start here!
This should be as short a cycle as possible
GOTHELF.CO / @JBOOGIE
BUSINESS PROBLEM STATEMENTSProvide a specific challenge for the team to solve Give focus to the team’s effort with guidelines and constraints Limit the scope of the team’s work Provide clear measures of success Do not define a solution Are not gospel Will likely be filled with assumptions that need to be proven
GOTHELF.CO / @JBOOGIE
BUSINESS PROBLEM STATEMENTSMade up of 3 elements: 1. The current goals of the product or system 2. The problem the business stakeholder wants addressed (i.e., where the goals
aren’t being met) 3. An explicit request for improvement that doesn’t dictate a specific solution
GOTHELF.CO / @JBOOGIE
BUSINESS PROBLEM STATEMENTSTemplate for business problem statements:
[Our service/product] was designed to achieve [these goals]. We have observed that the product/service isn’t meeting [these goals] which is causing [this adverse effect/business issue] to our business.
How might we improve [service/product] so that our customers are more successful as determined by [these measurable criteria]?
GOTHELF.CO / @JBOOGIE
EXAMPLE OF A BAD BUSINESS PROBLEM STATEMENT
Our competitors have all shipped mobile applications in the last 12 months and are advertising them heavily. With the ongoing need to stay competitive we too must develop more mobile products.
To achieve this we intend to launch an iOS application by Q4 2017 and ensure all of our marketing sites are mobile-friendly by the beginning of Q1 2018. In addition, we will launch a Facebook mobile ad campaign to ensure our acquisition targets are hit this year.
GOTHELF.CO / @JBOOGIE
EXAMPLE OF A GOOD BUSINESS PROBLEM STATEMENTWith a tremendous increase in funding for ed-tech startups, we’re concerned by the risk of external disruption by a more nimble competitor. New students both in the US and abroad are entering schools with a mobile-first or mobile-only mindset. Our products are heavy and not mobile-friendly.
We believe we should invest in more capable mobile offerings but are not sure exactly where those investments should go. Success is defined as a 15% increase in mobile device usage of our flagship learning mangement system by our student population.
GOTHELF.CO / @JBOOGIE
TO-DO RIGHT NOW: SAY HELLO (FOR NO MORE THAN 30 SECONDS) TO EACH OF YOUR NEW TEAM MATES
GOTHELF.CO / @JBOOGIE
EACH TEAM PICK ONE OF THESE PRODUCTS TO WORK ON• Amazon Echo (link)
• Voice-based ask-me-anything speaker/cylinder device
• Samsung Family Hub Refrigerator (link) • Fridge with a screen, app, and internal camera that sends you pics of interior
GOTHELF.CO / @JBOOGIE
EXERCISE: WRITING BUSINESS PROBLEM STATEMENTSEach team, place yourselves in the shoes of the team responsible for creating this product.
Write one business problem statement for the product you chose. Assume it does not already exist.
GOTHELF.CO / @JBOOGIE
BUSINESS PROBLEM STATEMENTSTemplate for business problem statements:
[Our service/product] was designed to achieve [these goals]. We have observed that the product/service isn’t meeting [these goals] which is causing [this adverse effect/business issue] to our business.
How might we improve [service/product] so that our customers are more successful as determined by [these measurable criteria]?
GOTHELF.CO / @JBOOGIE
COMMUNICATE RISKS, CONTINUOUSLYWe can create a breakeven or better business model need to see strong engagement
Practitioners will interact with questions and comments need more data, some concerns
We can avoid legal risk for clinician participants good intra-organization, questions for inter-org groups
We can sell this directly to alumni groups, private practices, and national orgs untested
This concept is interesting to more than residents positive signs
People are hungry for more cases than they currently have
positive signs but we want to see more demand
GOTHELF.CO / @JBOOGIE
EXERCISE: CREATE A RISKS DASHBOARDEach team, identify 5 risks for your business problem statement and create a risks dashboard for them based on the current state of the parent company (Amazon / Samsung).
GOTHELF.CO / @JBOOGIE
EXPERIMENT STORIES
We believe that asking new users MORE questions during registration will increase completed profiles.
Tactic: Landing page test Customer interviews
Assigned to: UX, PdM 2pts
GOTHELF.CO / @JBOOGIE
ONCE THE EXPERIMENT IS OVER• Bring your learnings to stand up (or call an impromptu meeting) • Use conversation • Follow up with artifacts -- photos, (short) videos, results/reports • Assess impact to backlog • Re-prioritize if necessary • Re-estimate (or write new stories) depending on the experiment’s outcome • Capture your findings in your team’s knowledge management tool (e.g., wiki) • Communicate your findings to stakeholders and other groups • Get approval (if necessary) for scope changes
GOTHELF.CO / @JBOOGIE
THE DECISION-MAKING MEETING• Happens on a regular cadence • Consistent attendance / empowered team • Goal is to review evidence collected since last meeting • Review risks dashboard and make decisions on whether to kill / pivot /
persevere effort on certain experiments and delivery work • The venue for the risks dashboard • Discussion should include impact of each decision and where efforts will shift
if decision is to kill or pivot an idea
GOTHELF.CO / @JBOOGIE
EXERCISE: DECISION-MAKING MEETINGEach team will be presented with some experiment findings. Reconcile these findings with your risks dashboard and make a kill / pivot / persevere decision about your product effort.
GOTHELF.CO / @JBOOGIE
EXERCISE: AMAZON EXPERIMENT FINDINGS• Most consumers fear putting a live always-on microphone in their house • The ability to order without a screen is enticing but also scary (what if I order by mistake?)
• Amazon is not Google. Most consumers didn’t “search” for anything • Households not heavily dependent on Amazon had far less interest in a voice-based interface than those who use Amazon heavily
GOTHELF.CO / @JBOOGIE
EXERCISE: SAMSUNG EXPERIMENT FINDINGS• Families replace a fridge once every 10 years • Smart fridge is still seen as an (old) internet joke • Where will I put my kids’ paintings? • Will I now need an app for my fridge? What about my toaster? • I really care about the environment and reducing waste. How will this help? • Another app store? How free will I be to use/delete these apps?
GOTHELF.CO / @JBOOGIE
EXERCISE: DECISION-MAKING MEETINGEach team will be presented with some experiment findings.
Reconcile these findings with your risks dashboard and make a kill / pivot / persevere decision about your product effort.
@JBOOGIE & @JSEIDEN SENSEANDRESPOND.CO
THANK YOU!JEFF GOTHELF / @JBOOGIE / [email protected]
JOSH SEIDEN / @JSEIDEN / [email protected]
SENSEANDRESPOND.CO
WE ARE GIVING AWAY 50 FREE COPIES OF OUR NEW BOOK AT THE REGISTRATION DESK IMMEDIATELY FOLLOWING THIS WORKSHOP