We were super excited about our March event so it broke our hearts to reschedule Becoming (more) Brilliant with Impro. With things changing so quickly re: Covid-19 and new advice, it was most definitely the right answer. We will reschedule this session in the future.
So… we quickly decided to change the session into a roundtable discussion about our new reality of full-on remote working. A quick summary…
What were people enjoying about WFH?
flexibility of the time as in being able to adjust hours
home cooked meals
ability to do chores at home during breaks
What is challenging?
Lack of whiteboard solutions
Overhearing conversations in the office (bc often it’s very valuable customer feedback or something related to what you work on)
Less time to focus because there are more meetings/catch-ups to make up for not being f2f
Being paranoid about being seen as ‘online’ and thus available all the time aka PEN syndrome (please everyone now)
Hard to see micro-expressions and the body language
The distraction of text chat happening in the meeting room at the same time as the meeting (yes, this happens F2F also but easier to get distracted when virtual)
If you didn’t have a remote team or WFH folks with a standard set of tools already, people have been receiving multiple invitations. This might feel like overload and could result in documents all over the place.
While many of us thought we’d have MORE time to focus, we find there’s even LESS focused time now because you need to increase your communication and there’s so many channels to reach you that you get interrupted more. They can’t see you’re busy or focused so you need to better manage this. Which leads to maybe needing better expectations around work hours & response times.
What we are missing
Spontaneous idea sharing
Having an expert within earshot
Water cooler conversations
Random social interactions
For those with kids at home… missing adult conversation
Reduction in drinking water
The commute – gives you time to think! To walk! To see people!
How to keep that social thing happening
Virtual lunch with your team
Friday pub drinks over Zoom
Host a trivia quiz
3 minutes of squats every day virtually!
Leave a Zoom room running all day (ie water cooler chat)
Acknowledge pets & kids joining calls
Contests of best virtual background
Making a conscious effort to reach out to individuals
Krisp for filtering out background noise during your calls
Mural & Jamboard (part of GSuite) for collaboration
The other Thursday we heard from Josh Centner, Head of Product & Delivery at PageUp about their journey to being a product-led company.
Josh started with a bit of background. PageUp began in 1997 as a custom software house building various things which translates into a very sales led company. Over time they realised companies often had the same issues and even the same requests which is when they decided to focus on building recruitment software. For years, the company grew – people, teams, features, products, revenue – though still was quite sales led.
They realised they needed to make a change if they were going to continue to grow and move faster. They had previously been the fast mover in the industry but the industry had changed with lots of big and small players making a difference. Shifting to a focus on product-market fit rather than custom features for clients which only work for that client was a key part of the change to stay ahead.
Josh outlined the pillars to work.
Starts with people – Ensure everyone is well prepared and supported from a skills, mindset and culture perspective
Process – Put metrics in place so you can understand if time is being lost and if improvements are working
Strategy – Your strategy needs a story
Culture – the culture at PageUp is amazing. Everyone is really nice, so it’s fun but people don’t hold each other accountable because they are worried about hurting someone’s feelings
As part of the people change and bringing teams together they focussed on creating cross-functional teams – which INCLUDED the sales crew. (In other words, sales needed to write their own Jira tickets!!)
In order to improve the process & start to shift culture, a couple of actons were taken. The company did a values assessment. This assessment was an important step to define where the company wanted to be and brought people together to define it. Turning the output of those sessions into statements was critical because it was the beginning of behaviour changes.
PageUp also ran innovation workshops and in-depth training on design thinking, jobs to be done and lean startup with the exec team. The goal was to make sure people at the top knew what was going on & could speak the same language as their team. While everyone across the company went through the training, some were not able to implement it right away. They were focused on business-critical work. This ended up being a mistake because, by the time those folk had a chance to put their training into practice, it was very much forgotten.
With all this change, you want to show progress. Josh used delivery metrics at first because they change quickly – you can see speed improving, output, costs going down, and begin to see predictability come into the work. The product metrics Josh used were the HEART framework to help link to the lagging indicators of retention, growth & costs. This brought comfort to the organisation and allowed room to invest in risk & new areas of product innovation.
In terms of building out the product strategy ensure you’ve covered your compelling boundaries –
Story so far
Purpose of this approach right now
Markets and customers
Deepening the competitive advantage
What would Josh do better next time:
Have metrics ready before starting the transformation. Start tracking as soon as possible!
Baseline the needed skills and have a long-term plan
Have a strong product strategy ready to go as you roll-out to ensure alignment & enable autonomy
Josh Centner, Head of Product at PageUp
Josh has spent the last 10 years knee-deep in the world of startups and innovation. Attempting his own startups and consulting to both small and large organisations intent on creating disruption for themselves and their industries. After working with over 20 different organisations, Josh has deep insight into what does and doesn’t work when it comes to organisational transformation and product management.
Thank you to our Host: UniSuper
At UniSuper, our mission is simple—helping our members enjoy exceptional retirement outcomes underpins everything we do.
The speaker of this talk was Ben Jackson who discovered his Autism Spectrum Disorder as an adult.
I found this to be a great talk. I was deeply inspired by Ben’s self-knowledge, his investment in self discovery, his courage in getting up on the big stage in the largest meeting room at Product Camp and his commitment to shining a light on the spectrum of his own humanity.
The focus of the talk was Ben’s own experience and his own neurodiversity. He was not seeking to convey the experiences of other neurodiverse people. Instead Ben wanted to give us an idea of what it is like to be neurodiverse
It is impossible for Ben to put words to the thousands of things he struggles against every day but he did share his self-stimulating (‘stimming’) behaviours that help him focus and are part of his self-management.
Two of the key terms Ben used were “neurodiverse” and “neurotypical”. Neurodiversity refers to variations regarding sociability, learning, attention, mood & other mental functions. Autistic Spectrum Disorder, Dyslexia & Attention Deficit Hyperactivity Disorder are some of the variations. Neurotypical is used to describe individuals of typical developmental, intellectual & cognitive abilities.
Key take-aways from the talk
Neurodiversity is a spectrum, not where someone sits on a 1-10 scale
A neurotypical person can be represented on the colour wheel as an almost perfect circle whereas a neurodiverse person would be more like a 5 pointed star. The big thing to remember is each neurodiverse person is as unique in themselves as a neurotypical person is.
Triggers and reactions are not a choice
Neurodiversity can also mean diversity in triggers and reactions to specific stimuli.
For example, Ben can find unexpected social interaction a trigger that leads to stress. When stressed, he tends to bite nails, touch his face and repeatedly wring his hands. His stress reactions also include extreme perfectionism. He has a pathological need to complete a task and has no choice overdoing it. He has sensitivity to sudden loud noises and even colours can trigger discomfort or cause a panic attack.
Neurodiversity means strengths and challenges in a workplace
Like with all us humans, the challenge is to understand where our strengths lie and how to use it for good.
For Ben, it means he is excellent at pattern recognition. He is also completely honest yet won’t realise if he’s being offensive or hurtful even though he’s very afraid of causing emotional distress in others. He works ‘like a computer’ where if there’s any room for interpretation he freezes as directions. Questions should be very clear as he can anticipate thousands of variations you may need but won’t know which you need
How to work with an autistic person? Just like anyone else!
When you start working with a new person, it sometimes takes a little while & effort to understand how to work best with them. Same is true with someone who is neurodiverse. Sit down and work out a way you can work with them.
This is not hard, just slightly different. It is similar to how you travel to a new country and adapt to their culture.
Doing this is just a part of being a good leader and a good human being.
Can you believe that another year has flown by? With so much happening, it’s not surprising that it has gone by so quickly. Eight meet-ups, ranging from roadmaps to Wardley Maps, exploring continuous discovery and mental models, diving into OKRs and NPS, and putting ourselves in the shoes of some entrepreneurs. Amongst all this goodness, we also had another Leading the Product Conference and Product Camp!
For our final event of the year, Tafida Negm, an independent Human-Centred Researcher and Designer with a background in Marketing and Psychology, took us through the Mental Models framework by Indi Young.
With mental models, we try to move earlier in the cycle and focus on the person and what they are trying to achieve.
What are they thinking?
How are they reasoning their way towards their intent?
What are they feeling?
What are their beliefs that underpin their (in)decision or actions?
If we can understand this & develop true empathy, then we can have a better opportunity to design an aligned solution and have the customer think:
‘Wow, it’s like that product was made for me’
What are Mental Models?
This is a bit of a loaded question, as it is applied in so many different contexts, from psychology, to machine learning and behavioural perspectives, there are little different nuances.
Indi Young defines them as: “Mental models give you a deep understanding of people’s motivations and thought-processes, along with the emotional and philosophical landscape in which they operate.”
You may have seen them represented as a skyline, but we’ll delve into that a little more in a moment.
Listening Sessions, Cognitive Empathy and Patterns of Intent
Tafida led us through a few exercises because what better way to learn than to get hands-on? We started with listening sessions, where we used active listening to try to develop cognitive empathy.
The aim of cognitive empathy is to gain that deep understanding of people. You want to understand so well that you could walk in their shoes and make decisions exactly as they would.
How many listening sessions should you do? As many as you can, until there are no new themes coming through.
After conducting listening sessions, it becomes time to document and synthesise the results by grouping or looking for patterns based on intent (which creates the towers in the skyline visual). We group the towers into mental spaces.
Next comes identifying the different mental spaces that people are going through. Then you can start arranging the concepts into your own skyline.
Once you have built your mental model, which includes the thinking styles that people go through, you can use it in many ways:
Map your organisation’s support underneath the respective towers to show where you have gaps.
Overlay competitor capability for analysis.
Broaden your market by supporting more thinking styles.
Overlay other data (usability metrics)
When to use Mental Models?
There is a range of scenarios where researching Mental Models can be useful, such as:
When you want to innovate in a new direction;
Strategise broader and farther than your current solution;
When you spend a lot of time re-architecting / re-inventing;
When your existing user research is fragmented; or
You recognise you are out of touch with your audience:
You think everyone is your user
Make-believe and assumptions drive design decisions
No improvements after test and iterate cycles.
Another great benefit is the research can be re-used for other problems, as we’re not focusing on solution space.
Over the years, Net Promoter Score (NPS) has become the default question to measure and maximise value. But is it right? Is it true? Daniel Kinal joined us to share his thoughts.
Where did NPS come from? Back in 2003, Fred Reichheld introduced the concept to the world. He felt the current measures of loyalty were too convoluted and complicated. So he did his own study, with surprising results, even to him. What he came up with, Net Promoter Score – the one metric that was supposed to have the strongest correlation to company success.
Why should it work? The more likely you are to advocate for a brand, the more people will be willing to trial the product, therefore reducing your acquisition costs. Also, those advocates are more likely to be repeat customers and increasing their lifetime customer value. Score. Double score!
Simply irrelevant in some industries
Not predictive in a monopoly or near-monopoly conditions
Data analysed was historical, not future
Unconvincing replication studies.
Highly volatile measure
Obscures critical information
Is there a correlation? Well, yes. Is it good as a predictor for future success? Well, maybe not as much. In fact, in one study, NPS only explained 38% of future growth.
Bastardisation If you game your scores, what do you really achieve? From colour coding, nudging your scores, and filtering out negative results. What are you actually able to learn?
Is there an upside? Yes, some compelling aspects of NPS include, it is relatively cheap, fast, simple; and well accepted.
Already using NPS? Make the most of your data.
Don’t focus purely on the number.
Measure brand or full product experience rather than feature or interaction
Measure longitudinally and conduct trend rather than a point in time analysis
Keep it as scientific as you can (randomisation, third party research)
Compare your NPS to direct competitors
Remember what you are measuring (loyalty and propensity to evangelise, not product satisfaction).
Analyse the qualitative feedback
Collect actionable data too, such as customer satisfaction.
For a shorter version of Daniels’s talk please find this recording from his presentation at Web Directions. Here are the slides from the evening.
Thank you to Medibank for hosting, and all our Prod Anon volunteers for helping on the night, Nadia Gishen, Irene Toh, Marija Becker, Yau and Steve Cheah for this write-up.
In curating the speakers, she’s found there’s no shortage of local and international men keen to snap up the opportunity but female speakers are much harder to come by.
Sarah’s goal is to curate a diverse group of speakers to make it the best possible conference. Even after 5 years of LTP, it continues to be a challenge to get more female thought-leaders to agree to speak when invited, let alone respond to her call for applications to presenters.
She asked the group for their thoughts on how we can encourage more female product managers can step up and speak publicly.
We had a robust conversation which clearly highlighted that many women in the product management community would love the opportunity to present but need some support in the months and years leading up to being able to speak at a conference with a big audience.
What is holding women back from talking?
The discussion group shared their views on the challenges for women to be in a position to speak at a conference:
Imposter syndrome – people are worried about whether their topic is good enough and/or relevant to the audience.
Perfectionism – feel that they may not have the authority to talk so don’t even feel brave enough to initiate a conversation in a smaller forum. For as long as they don’t speak up even at work, then they will never be ready to advance to speak at a meetup or conference.
Anxiety and fear of public speaking – some expressed that they were unsure about how to conquer their fears to ‘go for it’.
Lack of experience – without videos or a history of previous speaking engagements makes it harder to get their initial speaking opportunities.
Lack of awareness – that there’s an open call for speakers for many conferences – ideally they get advance notice and know that they will have plenty of support and opportunity to practice in a safe environment.
Prioritising other activities – not having enough time to hone the craft of public speaking.
Unaware what they need to do to improve their public speaking skills – if they don’t get feedback on why they didn’t get invited or their presentation proposal didn’t get accepted, they end up ruminating on all the possible reasons that could be wrong with them, which doesn’t encourage them to keep finding new opportunities to speak.
Can’t find a mentor – would like to find someone to learn from but don’t know how to get one that’s right for them or willing to invest time in helping them improve their public speaking.
Iva Biva, a service designer who has been designing a solution to get more women involved in sport saw the parallels between women’s participation in sport with participation as speakers at conferences. She said that it’s the anxiety that’s stopping women from participating – the self-doubt and feeling that they are not good enough.
Here are some of the suggestions that the group came up with on how to address the above challenges:
Small support groups – Create a safe and supportive spaces for women to present their ideas in front of a small audience, as well as the opportunity to video and watch themselves
Model examples – Increase opportunities for women to see other women speak.
Co-present – to take the pressure off a novice speaker as they build up their confidence and ability.
More guidance – conference/meetup organisers need to provide more guidance on what they are looking for, how to come up with topics that would be appealing to their audiences and specific feedback to those who missed out on how they can improve and reapply next time.
Mentoring – make it easier for people to find suitable mentors that will help them improve and affirm that they are on the right track to presenting well in front of an audience.
Gain experience outside work through volunteering and pro bono projects.
Opportunities to get practice
The following groups provide lots of speaking opportunities:
Saturday August 24th was our 10th birthday and a big thank you to all the sponsors, speakers volunteers and attendees to made it a lovely day!
It is always a fantastic time when the tribe of people who care about making great products gets together and (if you ask me) Camp is the best day of the year for gaining new knowledge, sharing with others, meeting new people, catching up with friends and ex-colleagues and so much more.
Thanks to some amazing volunteers and attendees, we can share these notes from sessions you may have missed. If we’ve missed yours, add it in the comments. We’ll add more as volunteers send them in.
Caitlin Blackwell is the acting Head of Product for the candidate experience at SEEK. Caitlin joined us last Thursday to talk about continuous discovery and how SEEK is using this framework.
Caitlin talked to how you can generalise the product manager role into 2 areas – deciding what to build and then building it. Teresa Torres talks to how we have gotten really good at shipping quickly via Agile, Lean Startup and other frameworks. We haven’t had the same emphasis on deciding what to build – ie continuous discovery.
We risk wasted effort when we rush to building and don’t do the work to understand what is needed. We can build an MVP quickly but you might have to wait a while until you have a good enough sample size or feedback to keep moving forward or realise you don’t have the right solution.
Caitlin believes discovery is all about being able to make better decisions through the product process. There’s several reasons we make bad decisions (aka the villains) including lack of clarity on the problem, being overconfident, etc.
A part of Teresa Torres’ framework they use is opportunity maps. This visual mapping lets you clearly state the outcome you want (linked back to your OKRs of course!), show the customer needs and show several solutions that may help you reach the goal.
Speaking to customers is key. Caitlin said their teams (ux & product combined) do 5 customer interviews every fortnight with a standup at end of day to share insights with the rest of the team. It’s important to talk to customers to learn about them, not only test out ideas.
The map helps to visualise the situation though you still have work to do in order to decide which customer opportunity and solution to move forward with. After sizing the opportunity to decide which to explore, you should ideate & validate assumptions through experiments.
Caitlin walked through one example where the OKR was to increase the SAT score of a particular customer segment. She shared some of the tools and ways SEEK walks through continuous discovery. (See the slides at the end this article)
Once you’ve decided which opportunity to go after, it’s time to ideate & validate. There are different tools you can use to experiment and test your ideas (slide 21 has a list).
A few tips:
Spend 5 minutes a day to brainstorm. Frequently spending a short time is less cognitively draining than an hour brainstorm!
Do what you can to learn quickly in order to move forward. Talking with 2 customers is better than no customers. You can still learn something from those 2 (sample size is important but you can learn and be smart about what you’re hearing from small numbers)
Map your assumptions! Decide how you validate/disprove each of them.
During the talk, Caitlin gave us a few examples of how using continuous discovery can help create better products.
First up a product fail. When launching a new product which employers did not have access to, they came up with an ‘access code’ solution process to assist. The team ran an experiment to test the process but didn’t test their assumptions enough before launching – particularly really questioning the desirability and usability of a long process. The sales team’s feedback from employers was it is difficult to change behaviour without showing the value of doing so.
A win… SEEK wanted to introduce the ability to search for jobs by commuting distance. They listed their assumptions, what data they needed to assess risk and how they’d get that quickly. Testing made them realise it’s not just distance in km that’s relevant to job seekers as 10k on a tram vs a highway trip is very different time wise. Experimenting allowed them to dig deeper into understanding the candidate need.
How can you get started with continuous discovery?
Talk to users frequently. Ask them how they use your product.
Decide what metric you want to shift. This could be your OKR.
When ideating, go broad. Go for quantity. You can narrow later.
Do some sort of assumption mapping before you start building. Even if it’s listing out assumptions without a framework.
To Learn More
Caitlin recommends the following:
An introduction to Modern Product Discovery & more resources – Teresa Torres
Objectives & Key Results. Do they really deliver on the promise? Will they help you reach your goals?
We enlisted 3 product people to talk about their experience of using OKRs to see how they work in real life.
Andrew Knibbe, Head of Product – Direct Hirer at Seek – has over 10 years of product management experience – cutting his product teeth in the early days alongside the ThoughtWorks team at Sensis followed by stints at Carsales and Flippa before moving to SEEK where he has had Head of Product roles across both the Consumer and Business side of the employment marketplace. He remains excited about what OKRs can mean for product teams (and customers!).
Wayne Allan, Technical Product Manager, REA – A muso turned software engineer turned product manager, I love creating things people love! Currently solving problems at realestate.com.au
Brad Dunn, Co-founder and Product Director at OHNO. Before that, he was the executive for Product & Customer Experience at Geo. For 7 years, Brad was the CEO of Nazori, a mobile product development business, where they worked with clients in 12 countries around the world including Samsung, Airbnb and Aesop.
The OKR Process
Andrew let us know that every team at Seek manages their OKRs a little bit differently & they’re currently in their 4th or 5th quarter of doing OKRs.
Andrew described a very team based approach (which is what Wayne also talked to). About 6 weeks before the end of the quarter, the teams receive some context on where the business is going & what they’re seeing in the market. About 2 weeks before the end of the quarter, the team incorporates their own research & knowledge to create draft OKRs for the next quarter. Drafts are reviewed to ensure they are aligned across the portfolio.
Setting OKRs is only part of the process – you need to understand how they went & learn from them. At Seek, there’s check-ins during the quarter (even just emails) and at the end of the quarter, teams present how they went for each OKR, what that means for the roadmap & strategy going forward and what the next set of OKRs are. REA has a mid-quarter update to ensure you’re on the right path or if there’s roadblocks that need to be cleared.
Wayne reminded us that part of the process is needing to educate your team about OKRs. Some people might think they are tied to performance or compensation so you need explain how the OKRs work. As the acceptance of OKRs builds across the business, you need to keep educating different groups.
And Brad noted they do not follow the usual quarterly OKR cycle! They work to a 6 week plan because that’s what works for them.
What works well…
There was clear agreement between our speakers that OKRs can create alignment between teams & stakeholders. They set expectations on what to do, not how to do it. They force prioritisation early on. They help people understand why you did X and not Y. Brad believes they are great for helping people believe in something & getting people to rally behind something.
Wayne believes they help speed up decision making as the product manager doesn’t have to answer everything. People on the team know where they are headed which drives performance within the team.
Based on what our speakers said, it seems they can also help raise issues. Use the OKRs to help show when a deliverable (that’s been delivered) needs some help. If a senior stakeholder says to build X, use the OKRs to manage if that’s the right thing to build.
Brad uses a combination of focusing on outcomes and PIRATE metrics to drive OKR setting.
What’s not working…
Creating your OKRs can be tough. You need to provide enough context for the teams to make good OKRs. Don’t have too many – recognise that even 3 objectives can be too many and 26 KRs is definitely too many. Changing the objectives every quarter can be too much context switching with not enough time to make real progress. They should not be a task list.
Wayne said they realised during planning that they had 3 objectives that were exactly the same thing but had been written in 3 different ways. The team used 3 1-hr sessions to get all their ideas on post-its, all the concrete ideas out and used that to help think at a higher level (& get the entire team onboard).
Make your OKRs part of everyday life can be a struggle. What do you do if half way through the quarter you’ve smashed it? or realised it’s not something you should do.
Measuring your OKRs needs to happen. Wayne advised us NOT to have a set & forget attitude. He suggested setting up your measurement plans in the 1st week. AND not to use surveys to measure everything as there will be survey fatigue from customers & internal folks.
Don’t focus totally on the OKR. Brad finds it fascinating that people really focus on the OKR.. what’s a good one, what’s a bad one. He sets them and then focuses on the outcome.
Brad talked about the concept of ‘mental contrasting’ which consists of 4 items and the first 2 are tied to what an OKR is.
Wish – the inspiring thing you’re going for ie your objective
Outcome – your KR
With mental contrasting, you should take a little time to think about the obstacle. Just thinking about it, helps you act.
FYI, this is also called ‘WOOP‘ (easier to remember than mental contrasting!)
What’s the worse KR you’ve seen? Andrew: “TBC” Brad: putting in an OKR we knew we couldn’t meet – or vanity things.
How long does it take to pull together OKRs? Brad says it’s about 2 days (every 6 weeks). Andrew says it’s much less now that they have done this several times and they don’t change their objectives every time. Wayne has time boxed theirs to 3 hrs.
Wayne & Andrew also talked to the difference between old & new products. New products might need longer to work out the OKRs as opposed to tweaking existing products.
A massive thank you to Andrew, Wayne & Brad, our wonderful speakers for the evening! To our fantastic volunteers for the evening: Gwen, Steve C, Steve B, Rob, Neha, Nigel & Marija. To all attendees!!! And to Medibank for hosting!!!!
I first heard of Wardley Mapping about 2 months ago and then the name started popping up in a few places which got us investigating it as a potential topic. Coming at it from zero knowledge, it seemed like the sort of thing product folks should know more about as it concerned both strategy & decision making.
Kim Ballestrin, Principal Consultant at elabor8, talked us through the basics and got us creating a map by thinking through the user needs capturing & protecting their personal data when using social media.
The What of Wardley Maps
A Wardley Map is a representation of the landscape & environment a company operates in. Its creator, Simon Wardley, believes a leader should have a map of the terrain to help guide their strategy.
The map consists of the activities the user needs to accomplish their goal charted across lifecycle, supply & demand.
You can use this framework in several ways, such as:
To think about your ongoing product development – from USP to commodities
A way of looking at the market or competitor landscape
Process and value chains from understanding where you have no standard process to defining a highly standardised process
The Whys of Wardley Maps
The map is a great way to create discussion. Once created, scan your map from top to bottom and left to right to determine if there are specific decisions that need to be made. Look for assumptions you’re making on the map or within your existing thought process.
Bonus – The How of Wardley Maps!
There’s a few principles to keep in mind when creating a Wardley Map:
The user need is your starting point
Keep it simple and on a small scale – don’t try to map EVERYTHING!
Your map will be imperfect – and that is completely ok!
How to create a Wardley Map
Define your user’s needs.
What are the activities the user takes in order for those needs to be met?
Drill down into functions & features based on the visibility of the features to the end user.
Chart your functions & features from left to right along the evolutionary axes. The axes go from bespoke (genesis) on the left to generic (commodity) on the right.
Sketch in the linkages between the features & functions. This gives a good landscape of where you are right now.
Mapping out these connections and perhaps seeing where you may be too dominant in your commodity space & thus are at risk of disruption. Or understand that you’re too heavy in custom services, which bring high cost to serve & thus its time to consider streamlining the business by moving those to a product stage. These are some examples of ways a Wardley map helps you see the landscape and make better strategic decisions on what to do next as an organisation.
ProdAnon also had a bit of a surprise! The man himself, Simon Wardley, creator of this framework just happened to be in Melbourne Thursday evening and attended the session. Thank you Kim for inviting him!
Simon was kind enough to take some questions from the audience & talk through how he came up with his framework all those years ago.