leading the product 2017 - ken chin

Leading The Product 2017Speaker SlidesMelbourne, Australia

Ken ChinSEEK

For more information go to

www.leadingtheproduct.com

InfluenceA Product Managers Guide

Kenneth ChinChief Product Officer

SEEK Asia

F r u s t r a t i o n

3

InfluenceA Product Managers Guide

Kenneth ChinChief Product Officer

SEEK Asia

⌵

S e t t i n g u p t e a m s f o r s u c c e s s

8

Personal Influence

9

Strategic Influence

Structural Influence

10

Strategic InfluenceHow Design Can Influence Strategy

F r u s t r a t i o n

11

Customer Led vs Business Led

Design teams Strategy teams

Start-ups Enterprise

Customer Problem Growth / Defensibility

Ethnographic Research Data / Trends

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Customer Led vs Business Led

Design teams Strategy teams

Start-ups Enterprise

Customer Problem Growth / Defensibility

Ethnographic Research Data / Trends

Empathy Analytical

13

Customer vs Business Value

Cu

sto

me

r V

alu

e

Business Value

High

Low

Low High

Struggle to

Monetize

Successful

Products

AvoidStruggle

to Scale

✓?

✗ ?

D es i gn i s a Spec t rum

15

Lean Canvas

Strategic Design

Customer Discovery

• Who is the customer

• What are their needs

• What is our value

proposition

• Possible Solutions

16

Strategic Design Frames Product Strategy“Are we solving the right customer problem in the first place?”

17

Don’t fight it. Don’t expect them to know

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Jobs to Be DoneA tool for reframing strategic design as a core element

of strategy

19

Customer vs Business Value

Cu

sto

me

r V

alu

e

Business Value

High

Low

Low High

Struggle to

Monetize

Successful

Products

AvoidStruggle

to Scale

✓?

✗ ?

Jobs to Be DoneWhy is it effective?

21

Customer

Focus

Strategy Designing

Customer

Value

Proposition

Is Strategic

Jobs to Be DoneIntroducing it to the organisation

22

Strategic InfluenceAn ongoing journey

23

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Structural

Influence

Providing a structure and

framework in which product

decisions are made

25

SEEK Asia

Hong Kong, Vietnam, Thailand, Philippines, Malaysia, Singapore & Indonesia

First RestructureInitiative Teams

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Second Restructure

Fixed Capacity Model

• Constrain WIP

• Fixed number of teams

• Standard size teams

• Domain & Initiative teams

Enterprise Backlog

• Force trade-off decisions

• Agile Portfolio Planning

• Collaborative but CPO has final call

Flow the work through the teams,

Instead of assigning teams to the work

How did we implement

Leadership

• Very little objection to a clear plan with defined benefits

• Restructuring the Product Delivery Group was within our remit

Execution

• Transition to new structure by location over 9-10 months

• Co-ordinated across the Product Delivery Leadership team

• Defining the domains with the teams was the most difficult part

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SEEK Asia Team Structure16 Product Delivery Teams

Candidate Hirer Initiative Platform

4 Teams 3 Teams 6 Teams 3 Teams

Candidate & Hirer domain teams optimise the customer experience, have

clear KPI’s & metrics & manage their own backlog

Initiative teams burn down on the Enterprise Backlog. Generally they are

implementing larger initiatives that could span across domains

SEEK Asia Enterprise Backlog FY2018

# Initiative Description Objective Customer Value* Business Value* Estimated Effort** Status^

1

2

3

4

5

6

7

8

9

10

11

12

S e t t i n g u p t e a m s f o r s u c c e s s

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