On the 27th and 28th May, we welcomed 230 attendees to our virtual event for 2- half days of learning with Product experts like Teresa Torres, Dan Olsen, Gibson Biddle, Ken Sandy, Radhika Dutt, Stefan Haas, and Catherine Louis, Daniel Zacarias, Elie Casamijtana and Lauren Isaacson.
The program included 8 live masterclasses, 2 keynotes, and lots of interactive opportunities. People had the chance to network and share ideas with their peers through networking sessions during breaks and on our community platform.
If you didn’t have the chance to join us online or if you want to remember the main takeaways of each masterclass, take a few minutes to read this article.
Did you go to the Masterclasses? You can watch the Recordings
Didn’t? Get your streaming ticket
Productized Masterclasses by the Numbers
🌎 From +18 Countries
🎁230 Gift Bags sent
📗 150 Books sent
⚡ DAY 1 ⚡
Keynote: Redesign Your Organization for Innovation with Kandis O’Brien
If you want to design the most innovative product, you have to start by designing the most innovative organization.
When organizations are not aligned, where the wrong things are measured and then the wrong things become priorities we elevate bureaucracies and we create silos systems and tools that shape the way we work rather than the other way around. Our products become more of a reflection of our broken org chart and our divisions than our user’s needs and we can’t really fix the product problems until we fix the organizational problems.
Innovative organizations are human(e) systems.
Organizational Design is the ongoing process of intentionally shaping and aligning the way an entity is structured, its people, and processes in order to deliver on its purpose and strategic objectives
So, you have to do 5 organizational choices.
Strategy — One Direction, Purpose, Mission, Vision & Values
Structure — Lines and boxes don’t create high-performance teams
Processes — Frequently refactor how to deliver value
People — Optimize the Experience
Rewards — Incentivize the behaviors we want
Masterclass: Radical Product Thinking Your Way to a Strategic Role as a Product Leader with Radhika Dutt
The approach to product management relies heavily on iteration. How do you take on a more strategic role?
We continue to get better at Agile, increase sprint velocity… In the future, most people will have the ability to iterate. But what use is a fast car when you can’t tell where you’re going? Our ability to set the destination (vision and strategy) hasn’t kept pace.
Radhika went over some Product Diseases so that you can realize the main mistakes. Click here to get a diagnosis.
These diseases make good products go bad when we’re missing a clear product vision and strategy.
So, Your Vision should articulate the Who, What, Why, and How.
- Whose world are you changing?
- What does their world look like today?
- Why does their world need change?
- How are you going to change it for them?
Vision gives you power. But prioritization is where your vision meets the ground.
- Create a powerful Vision
- Craft and communicate your Radical Product Thinking Strategy
- Shake up how you do your Prioritization
- Develop your Execution and Measurement model
Masterclass: Hacking your Product Career with Gibson Biddle
What is the most important product? YOU!
- Positioning: Skills & Progression. How do I Position myself? What are the Skills of a Product Leader?
To reflect: What Career Stage are you engaged in today? What are your areas of interest or passion? Possible forks on the road? New roles you seek? (Think long-term.)
2. Experiment: Hacking via side projects
3. Get Feedback. How? Create your personal Board of directors.
Masterclass: Build the Right Thing for the Right People with Dan Olsen
1. Determine your target customer.
2. Identify underserved customer needs. Problem Space vs. Solution Space
3. Define your value proposition. Which customer needs will your product Address? How will your product be better than competitors?
4. Specify your MVP feature set
5. Create your MVP prototype
6. Test your MVP with customers
Masterclass: User Stories And Experience Mapping For Agile with Stefan Haas
Why Map Experiences? We don’t deliberately want to create bad user experiences for the people we are serving. Yet it happens!
Bad user experience happens when organizations are not in sync with what the people they are designing for are actually experiencing.
This misalignment can also impact the entire organization in addition to the people that are served.
- Changes your viewpoint of providing your offering from the direction of the company to the client, to empathize with the individuals they serve.
- Aligns internal functions (product, sales, marketing) across the teams and hierarchy: silos prevent alignment. Instead, work across these boundaries.
- Creates visualizations to allow for a shared reference. This fosters conversation and informs strategy. Maps are a key way of seeing the product delivered from the customers’ perspective.
Masterclass: Key Metrics For High Impact Products with OKR with Elie Casamitjana
What are OKRs? Objective Key Results.
Why? 67% of strategies FAIL due to poor execution.
What are YOUR key metrics? Core Tech & Business Metrics, Customer metrics
A good Objective is: Qualitative, Ambitious, Action-oriented, Clear added value, Catchy
A good Key Result is: Quantitative, Ambitious, Action-oriented, Clear added value, Includes a base and a target
Masterclass: Building a Common Yearning for the Vast and Endless Sea with Daniel Zacarias
Why it’s important (and how) to engage internal stakeholders: Communicate clearly and persuasively and align towards a common mission and vision. The hard part is not the tech, but the people. Different teams with different agendas, “irrational” decision-making, feature requests coming out of nowhere, lack of strategic direction.
So, how to Drive stakeholder alignment and buy-in? Stakeholders are key, yet many PMs struggle to build consensus or prevent stakeholders from derailing current plans.
Reasons for stakeholder friction: No/wrong business motivation, stakeholders aren’t committed to it, “Attention asymmetry”, Stakeholders don’t (necessarily) think like Product Managers, PMs are problem-driven (instead of solution-driven), Stakeholders have their own motivation that hasn’t been aligned.
So the PM needs to understand the root causes in order to have strategic alignment, effective communication, and powerful culture.
To get there, the Product Manager has to clearly articulate the product strategy. Aligning around different aspects of the roadmap, Driving consensus around key issues, being proactive (strategic and effective) communicators, sharing impact and learnings, addressing a solution-first culture.
Masterclass: The Influential Product Manager with Ken Sandy
“Build the right product” not “Build the product right”.
DRIVE INNOVATION WITH AN EXPLORER MINDSET
- Define your target customer, problem statement, and product vision.
- Canvas broadly for opportunities and ideas.
- Prototype potential solutions — and gather feedback throughout the lifecycle.
Who is your target customer? “For whom you are solving a problem?”
You likely have multiple, complementary customers.
Sub-segment target customers and define their attributes.
Create a persona to bring them to life. Validate with existing and prospective customers.
What problem are you solving for your customer? “The benefits you promise to deliver — in your customer’s terms”
Start with a Problem Statement — make it meaningful.
Define about three value proposition statements per target customer.
Value propositions are the reasons people buy — your features and functions make it possible.
DEVELOP CUSTOMER UNDERSTANDING WITH AN ANALYST MINDSET
- Set and monitor quantitative performance metrics for your product.
- Develop a rich qualitative perspective by observing and interviewing customers.
- Become your own analyst.
IDENTIFY AND MITIGATE RISKS WITH A CHALLENGER MINDSET
- Approach all opportunities as hypotheses requiring validation.
- Embrace dissenting voices and constructive conflict.
- Focus, prioritize, cut — say no nicely.
BUILD MOMENTUM WITH AN EVANGELIST MINDSET
- Communicate with your stakeholders proactively and regularly.
- Set context rather than prescribing solutions — lose ownership to your team.
- Carefully manage cross-functional collaboration before, throughout, and immediately after launch.
Masterclass: How to Identify and Test Your Solution Assumptions with Teresa Torres
In these Masterclasses, we learned how to better use prototypes and experiments to evaluate your solutions by testing your assumptions iteratively and quickly. Learn how to Test Assumptions, Not Ideas. The Lean Startup book popularized the idea of testing the assumptions that need to be true in order for your ideas to work.
How to test assumptions? 4 ways to rapidly test assumptions.
- Committing to your roadmap
What do most people think when they have an idea? Put the solution in front of the consumer and ask for their opinion.
“What do you think?”
“Would you use this?”
“Imagine this scenario”
Be more systematic and clearer in how you test our assumptions.
Keynote: CHASING RABBITS — Turning Research Insights Into Informed Decisions with Lauren Isaacson
Typical Research Consultant Handoff. Work is done. Goodbye. 👋 No!
Qualitative research Answers “Why” questions and increases options
Quantitative Answers “How Much” questions and prioritizes options
Qual and quant are fundamentally different and should not be expected to provide the same kinds of data.