A lot goes into creating a strategy – market data, competitor information, current performance evaluation, vision, mission, values and on and on.
The creator of Wardley Maps, Simon Wardley, argues we need a map, not a SWOT. Maps help us with situational awareness so we can see movement in the future and maps are important in deciding on actions.
Our speaker for the evening, Kim Ballestrin of elabor8, will run us through the concept of Wardley Mapping, how to use it for decision making and some examples of how others have used this type of mapping. The bulk of the evening will be workshop style as we will all create a Wardley map.
Kim Ballestrin is a passionate and highly skilled Principal Consultant at Elabor8 working on the Agile transformations of large enterprises.
She has over 20 years of diverse management (IT) experience, helping some of Australia’s most prominent organisations on their Agile change journey. Kim is an experienced technologist, having worked in roles from IT business analyst through to program and delivery centre management. She specialises in Lean, Cynefin, Agile, Systems Thinking, Design Thinking, DevOps and ideas to improve the ways that companies work and deliver value to customers.
Currently the organiser of the Melbourne Cynefin and Lean Coffee Meetups, Kim regularly presents and runs workshops at leading local and international conferences on the Cynefin Framework, Decision Mapping and Early Idea Feasibility.
We opened 2019 talking about roadmaps – a topic we had been asked in responses to our annual feedback to spend some more time on. We invited our speakers to share their different perspectives on roadmaps… and we heard come common themes to help understand how to keep a roadmap from controlling your life, and how to turn it into a fabulous communication and vision guide for inspiring your teams, plus some sage advice relevant to each organisation who took the stage that evening.
Below are some highlights from each talk plus the slides from each speaker – feel free to reach out to any of them if you would like to chat more. Plus we have added some references to other resources to read and explore at the end of this post.
David Bignall / Seek
David had much to share – ultimately not a fan but he did share some tips on how to help make them work for you rather than be a slave to them!
Roadmaps are a thing, every company has them so you will
encounter them. David used this deck at Seek over a year ago to his team and
people so proof they are a real thing, but after having the discussion has
helped wean the team/group he is on off them.
For David when sharing what he thinks a roadmap is showed a
map – because it is a journey to an unknown place.
“A document to capture and quickly convey a team’s big-picture goals, specific objectives and their imagined path to success” – Dave
“A company roadmap is a document to capture and quickly convey its big-picture plans and objectives” – prodplan.com
“The first purpose is because the management of a company wants to make sure that the teams are working on the highest value items first, relevant to the company strategy.
The second purpose is because businesses may have date-based commitments. The roadmap is where they see and track those commitments.” Marty Cagan, SVPG
They can be useful – but they can also be a big waste of
time – common issues:
Intended goals/purpose are not stated or are not clear
Often far to specific
You can’t have that much foresight 9 months away
They do not account for “time to value”. Iteration is almost always needed to realise the full value of a new product/feature – (David bravely shared an own example of a very bad roadmap!)
Put item on there and them immediately moving on to the next thing
Ignoring the process of iteration or things going wrong
Detail on roadmap can lead team to auto-pilot. They build what they put down on paper often months in advance
Team goes into auto-pilot. As if this is their job, rather than thinking of most value to be delivered for the customer
Distributed copies are out of date
Keeping stakeholders up to date can drain your time. You don’t want to feel like you work for the roadmap, and it is just sucking your time from doing real work.
“Many untested hypotheses, based on assumptions, plotted in an uncertain future, bearing no resemblance to reality” Jared Spool
Dave’s top tips for roadmaps
Show where you want to go
Choose granularity relative to the timeframe and
Avoid specificity (Show the problem or JTBD or
objectives as descriptors of intent rather than the solution)
Whitney opened with sharing a story about her experiences of
not liking roadmaps because she has never seen a roadmap, become reality. She
first got to know REA when working at a company in the US, and became a slave
to the roadmap as they committed to work they would deliver to this customer.
Then, she joined REA and was so excited about agile and thought, YES! I’ll get
away from roadmaps! But she was fooling herself – see the beautiful roadmap on
the wall at REA (pictured in slides). However, she soon found that REA was
using roadmaps and needed to due to the big size of the organisation and the
need to coordinate a lot across so many teams, groups etc.
However, in Whitney’s attempt to accept roadmaps and make peace with the need for them she started asking “Why do people ask for roadmaps?”.
Some of the things she learnt don’t work when using them:
Don’t work as a promise
Too much detail – just a list of lower level
Lose focus on what the customer needs.
REA owns a lot of companies and even just within
Realestate.com a dozen delivery teams.
“Satisfaction is a confirmation or dis-confirmation of expectations.”
Example of people waiting for train for 15 minutes but
dissatisfied, and others warned that train will come at 5:30 and apologies for
the delay, did not rate their travel experience as dissatisfying as compared to
the first group as their expectations were met/managed.
With that in mind let’s try to think what this artefact does
to satisfy our leaders.
So what are they currently doing with Whitney’s team – they
use a 90 day view – showing a commitment up to 90 days. No promises beyond that
– great for delivery teams. Not great for stakeholders.
For stakeholders they use a Discovery backlog (second 90 days) and an Opportunity backlog (all the rest – no priority) – people now satisfied that their idea is on there – somewhere. Others groups understand that stuff that comes out of Discovery will most likely make it to the committed version and the conversation is being moved to a different stage of team flow.
I encourage you to seek to understand with genuine curiosity, the needs of anyone who has a problem and thinks that a roadmap is the solution. Whitney
Keith Swann / Origin Engery
Keith brought to us a more positive upside to the roadmap
His beliefs are that they help with:
Alignment – up or down
Influence – rarely based on dollars
Leadership – how do we inspire people and rally
them to our cause
Everyone will scrutinize it to their own
beliefs, so do it carefully – target on your back
Strategic – Financial, PMOs, GMs, etc. etc.
interpret the stuff and then try to manage up and down.
Cultural – make sure it talks to your audience
Influence Record – Successful record of moving
things along. Better record = less scrutiny
A road map is a Story telling device and the aspects Keith uses are MUM, Problems, Position, Opportunity, Value. How do you tell the story, “up or down” the organisation. Think of the “Cone of influence” – below people can make lots of small decision but not big decisions. As you move up you get spun out if you aren’t managing those stakeholders.
Eisenhower: Plans are useless, but planning is
Every day the plan can change – the second your
plan is finished it is out of date.
Roadmap = Vision.
Don’t put in too much detail
Think of your audience – Working Tested Feature
Don’t muddle the Project Mindset – Delivery
Planning – Bookending with a roadmap
Don’t become vague in your horizon 2 and 3 –
don’t over promise
Make it easily editable and manageable
Post Its on the wall and photos
Over invested time of effort – working with
visual designers. 5 days work and 6/7000$ and printed in colour. Thus, you deliver
to the roadmap even though you don’t want it anymore because too much effort
went into the artefact.
Don’t clearly show values
Don’t focus on the feature – focus on the
problem or opportunity.
Roadmaps may very well be a necessary evil, especially in a big organisation when you have many teams and people to motivate, inspire and align. However, our speakers have shared some great tips to help keep you from being a slave to them as well. For some more references and reading on steering clear of them and/or leaning into making them work for you check out some of the links below:
For our 1st session of the year, we are focusing on the #1 requested topic in our annual survey – roadmaps!
Our speakers will be taking you through their perspective on roadmaps… we won’t give it all away just yet but you will hear that not every roadmap is f**ked, tips on how to unf**k your roadmap, and of course when to tell a roadmap to go f**k itself.
Our speakers will include examples from both personal experience and the way their current organisation navigates their use. Our three great speakers will be:
Product Lead at SEEK, currently focused on improving the eCommerce space across the APAC region.
Picked up most of my craft from stuffing things up at least once.
Current ‘product passion’ would be trying to describe things in verbs and not nouns. Gives an interesting perspective!
GM Product, Audience & Experience, REA Group
As REA Group’s GM – Product, Audience & Experience, Whitney Cali is responsible for creating smart and compelling experiences in realestate.com.au’s desktop & mobile apps to help change the way the world experiences property. She leads a team of product managers, designers and UX researchers to create intuitive and personalised experiences that help individuals make great property decisions.
Lead Product Manager, Origin Energy
There will be lots of time for Q&A and you can submit questions via Sli.do or vote on the questions of others. Details will be shared on the night.
Thanks to our sponsors! Without them these events would not happen!
Thank you to Gather for hosting us. Gather is a brand within United Co. and exists to connect and inspire a community of Melbourne’s bright-minded and open-hearted, exploring complex questions, expanding perspectives and building skills for a thriving future.
Trust came up very early in our discussion. For CultureAmp, trust is part of their company values and differences of opinion is a good thing. When you challenge things, it’s from a good place. Karista has 1 product person & Danielle was super impressed by the research and prep the PM did before their 1st meeting – which quickly earned her trust. Linus talked about the differences people have in the way they think of earning trust. Some people start from a place of trust while others need to build it up.
When did they realise they needed a product manager?
Rod went to the rest of the founders & said he needed to start hiring because he was getting slammed. Some of the other teams at Culture Amp, including technology, had scaled up previously so it wasn’t a surprise when he came to the realisation. Danielle brought on the 1st PM shortly after launch. As a solo founder, she needed someone she could hand stuff over to and know it will be done.
Most of what you release at launch will be wrong. What matters is how quickly you can iterate to get it right. – @rodjhamilton#prodanon
Danielle laughingly said she doesn’t know what a product manager does (as in what the job description should include) but she knows the only product manager at Karista gets stuff done!
One of the reasons Linus realised they needed a product manager was no one was paying attention to trends of the market & what opportunities were out there. They had a product owner who was internally focused & worked closely with the dev team but only he & his business partner ever talked to customers. He sees the product manager as being visionary as in really knowing customer needs, not just what the customer says they need.
The ‘special’ deals
Startups often have the ‘special’. That thing(or multiple things!) that was built for the 1 customer so the business can get the revenue or a specific client or (insert reason). It’s completely sales led, isn’t validated as a customer need and often ends up with code that says ‘if customer X, do this’. Saying yes to a special for 1 customer is saying no to all the others so if you’re going to do this, you need to put it in context – communicate clearly with the team why you’re doing this.
Later Rod reminded us that it’s the product manager role to ‘win the market not the client’ & quoted Gibson Biddle’s definition where our job is to delight customers, in margin-enhancing, hard-to-copy ways (from Gibson’s Leading the Product talk )
Scaling the product team
Beyond the 1st PM, you will need to scale your own team. Culture Amp now has ~ 9 product people and is continuing to grow. They are creating product rituals like a Monday catchup to review the week’s goals and one on Friday for the team to talk about what went well/not well during the week (a bit of a therapy session).
Now that there are several PMs & Rod isn’t involved at the same level as previously, he sometimes wonders why X was prioritised and knows he would have done X differently but has to let go of those decisions. The team has built trust amongst themselves so when Rod does challenge something – it’s a positive thing & discussion to follow.
Rod from @CultureAmp talking about the weirdness of sometimes not seeing a feature til launch (as a founder) and making sure his folks know him asking about a decision is a good thing. #prodanon
If you’re a product manager at a startup, considering a role as the 1st product person at a company or a founder, come along to hear from our panel of founders – what’s their experience been, why did they decide they needed a product person, etc.
Danielle Bodinnar, CEO of Karista
Danielle is a passionate entrepreneur and mother of two, who has held senior management positions in sales, marketing, supply chain and project management in large corporations for over 20 years. She founded Karista after being inspired by the changes emerging in the healthcare industry.
We know people are at the core of what we do. Yet, our best developers, designers, and product managers are rarely able to talk about people with as much confidence and nuance as they talk about ruby, typefaces or commercial strategy.
Using several clips of music, Gin had us mark how each music clip made us feel on the graph & compare with others sitting at our table. There was definitely differences in what made us happy or sad and how energised (or not) it made us feel. Though apparently I’m the only person who gets annoyed by the Lion King soundtrack! To contrast, one attendee recounted how the Lion King brings up memories & great feelings of her daughter based on past experiences and you could see how happy she was as she told us about this. Imagine the 2 of us in a workshop where the Lion King soundtrack was playing in the background… she’d be in a great frame of mind where I’d be feeling agitated. Could that affect the results of the workshop?
Think about how music affects you. Consider a song you hate vs one you love vs one that is unoffensive. To bring this back to the office, how do the meeting rooms make you feel? Does your research participant or client feel comfortable?
This combines how a product looks & makes us feel when we engage with it (initially & ongoing) with our conscious thought about the product (for example – does it represent what I want to project to the world?)
Gin likes to use Jobs to be Done instead of User Stories to capture these elements. She feels there’s too many assumptions in the ‘As a…’ and ‘I want to…’ of user stories. A JTBD statement focuses on the situation, motivation & expected outcome – ‘when (situation), i want to (motivation) so I can (expected outcome)’.
Using the classic MP3 player example, Gin showed how using emotional design changes what you build.
functional description – When I’m listening to music I want a device that holds all my music so I can listen to anything at any time.
emotional – When I’m listening to music I want a device that looks good so I feel as cool as the artists I’m listening to
This session will take a look at the range of experiences we have as individuals, and what we can draw from our own experiences to improve how we design and build for others.
We’ll look at how much we delve into that range, how much we shy away from the extremes, from our intuitions, and how we overlook the nuance in favour of the coarse and the safe.
We’ll go through some frameworks that help apply these conversations at work, how you can format insights that feed into design specifications, and we’ll discuss how these principles apply to facilitation and user research, product, and service design.
We know people are at the core of what we do, but we rarely explore them with as much rigour or subtlety as we do more technical domains. Our best developers, designers, and product managers are rarely able to talk about humans with as much confidence and nuance as they can talk about ruby, typefaces or commercial strategy.
It’s hard. Partly because the topic is so subjective – it’s so close to all of us, and it’s hard to lay claim to being an expert. It can also be confronting, we can lack the vocabulary, and it’s easy to be wrong. But what do we lose by holding back from fully exploring the human dimension of the problems we’re trying to solve? What tools can we use to make these conversations easier, and focused on product outcomes?
Our Speaker Gin Atkins is the Head of Product at The Conversation, a global network of independent newsrooms across Africa, Europe, Asia-Pac and North America.
Gin has spent the last 15 years learning about, designing for, and leading people in both product and service environments. She draws on a diverse range of experiences, spanning youth work, community mental health, management consulting, enterprise innovation labs and tech startups.
This includes designing and delivering immersive experiences for hundreds of young people across Australia, working with adults with complex mental health needs, designing a global front-line leadership program for one of the worlds biggest mining companies, a B2B SaaS product focused around data insight into AWS, and go to market strategy for a hardware-software time tracking product.
We hope you’ve heard about Leading the Product – the fantastic product management conference Down Under.
We teamed up with the LTP folks to hold a pitchfest for lightning talk spots and we’re thrilled to announce Daniel Kinal & Shiyu Zhu will take the stage in October!!
Thanks to everyone for supporting the folks who pitched their talks, to Seek for hosting, for Leading the Product for the great idea and to our judging panel – Adrienne Tan of Brainmates/Leading the Product, Mark O’Shea of Seek and Dan Johnston of CultureAmp.
Know your beginning and end! Give yourself some time to ad-lib in the middle
Good memes at the beginning & end help
Practice, practice, practice, practice!
Know how fast or slow you speak when you’re in front of people.
Focus on the content of the talk first and the slides second.
Props are your friend
Bring a story to life
Have 3 things the audience can walk away with
That sick feeling you have before getting up on stage is a good thing – it’s excitement!
We had 10 pitches on the evening – including a last minute submission! They were all fantastic!! Leading the Product only had 2 spots available so we hope to hear these other talks at Product Camp Melbourne in August!
To introduce our panel, we quizzed them on their qualifications… Dave Calleja – Associate Design Director at Isobar. Has a degree in design. Kate Edwards-Davis – Product Manager at Karista. Studied classical music performance & philosophy. Dr Stefanie Di Russo – Principal Designer at NAB. Holds design degrees including a PhD in design thinking. Daniel Kinal – Product Manager at MYOB. His degrees go across economics, accounting, marketing and a some information systems stuff.
And our moderator – Liz Blink – Digital Customer Experience Manager at Department of Environment, Land, Water & Planning VIC Government. Holds a PhD in immunology.
Which goes to show we work with people from very diverse backgrounds & there’s different avenues to getting into the work we do.
First we surveyed the audience to see which camp they belonged to… service design, product, something else or multiple areas. 57% of our audience said they were something else! From the shouts from the audience, it seemed a lot of folks identified with ‘UX’.
Dave raised the definition of ‘product’ and how you can’t really divide up things like Netflix into those definitions of ‘product’ or ‘service’. Do you think Netflix is a product or a service? He feels to discuss the two, there needs to be some semantic mud hurdling.
Steph pointed out that service design has a time element with artifacts and actors while product is the artifact itself at a certain point of time.
While Daniel thinks it’s all ‘product’ going across goods & services lines. If we are talking about eating a mandarin for breakfast or getting a scalp massage there’s a clear ‘product’ or ‘service’ in those definitions but we probably all work on complex products which have both tangible & intangible elements. There is a basket of benefits you’re offering the end customer.
Kate asked ‘who cares?’. The outcome is the important thing! We’re trying to package something together to help meet a customer’s need. ‘Products’ co-exist with ‘services’ and we even buy some ‘products’ despite the ‘service’ we receive with them.
Kate brought a prop along to prove the point that a ‘product’ or good can always be improved when you think about the ‘service’! Who Gives a Crap is toilet paper that’s been wrapped in a ‘service’. They offer a subscription service so you never run out and they are focused on social good by being environmentally sound and donating profits. They are disrupting with their ‘service’.
There was lots of talk of physical products – mandarins, toilet paper and then coke! Steph discussed the difference between a ‘service’ and an ‘experience’. The taste of the coke is part of the ‘experience’ while there’s actors & elements that enable the ‘service’ to exist.
But Dave brought it back into the realm of the digital (which most folks in the room work in…). When you are using a digital ‘service’ like Netflix, there’s definitely a physical attribute which might be sitting on the couch, having a tablet or remote in your hand. It’s how the end user experiences this, how the end user views that as the product. What words we in the industry use to discuss it isn’t as important as the outcome.
Service can be a product. Product can be a service. Clear as mud right?
Almost every product comes with a service.
What’s important is that we progress the customer? #prodanon
Service design is a design methodology & an approach to tackle problems. There are lots of frameworks & ways to understand problems and each discipline (product, design, marketing, etc) will have preferred ways. You can have customer experience people who do not use design methodologies and may rely more on marketing.
Daniel sees the rise of design thinking as a level of maturity in seeing the value of not going right to a solution and looking for ways to truly articulate the problem.
There was some discussion on how good ‘service’ can recover people when they have a bad ‘product’ experience. The ‘service’ element is what helps to get the good online reviews.
Steph asked Daniel if a good product person should have a design background which lead to a discussion about working together.
Everyone agreed a team needs to exist which brings different perspectives and skill sets. Kate brought up the skill set of being able to deliver a product at a price point that will sell & the act of using the organisation’s capabilities. Daniel discussed one of the responsibilities for a product manager is to be the advocate for the stakeholder who is not in the room (including the customer). Dave said if the team isn’t considering viability, feasibility & desirablity together, you’re unbalanced. Steph focuses more on the desirability while working with product people but is also thinking about the other two.
Healthy debates where you’re not so dogmatic about your position are best said Steph. Daniel wants designers to have a different perspective and be even more customer driven than he is so they can have creative (good) conflict about the different ways to reach a specific goal. He’s found that the more experience a person has, typically they have a level of maturity that allows them to leave their ego at the door about whose idea it was but at the end of the meeting, you are all focused in 1 direction.
Kate recommends spending time together to understand the customer & strategy. What a person’s title is doesn’t matter as long as you are there to learn & understand from each other. Dave also mentioned psychological safety of having those conversations & suggested leaving the drama to Love Island, not the office.