360 Product Management

Transcription

1 Product Intelligence and Experience Summit March San Francisco, CA 360 Product Management Developing a complete line-of-site view of your product strategy, touchpoints and roadmap March 15, 10:15am JPK Group Laura Garcia-Manrique Stealth Startup in Authentication Security Laura Garcia-Manrique is a product management leader with more than 15 years of executive level experience in global product organizations, driving innovation across product roadmaps and the end to end customer experience. Passionate about Design Thinking and the Kano model and how radical collaboration, relentless customer focus and a broad understanding of what creates customer satisfaction and dissatisfaction energizes product teams, drives innovation and can create sustained strategic differentiation. Former Vice President of Product Management for the Norton brand and currently Chief Product Officer for a stealth mode startup in authentication security. View presentation online at:

2 360 Product Management Radical collaboration and stronger customer connections for product success Laura Garcia-Manrique

3 Product Creation today

4 Are we hitting the mark?

5 Customer Advocates & Agents of Change for Product Success

6 Kano Analytical Process Radical Collaboration Understand the data, understand the why; understand your customers rationally and emotionally. Systematically use the customer perspective in your product creation process. Embrace practices more collaborative in nature and ignite a desire to act.

7 Analytical Process Kano Radical Collaboration Analytical Process/ Get a Signal Getting a Signal and understanding the Why

8 Analytical Process Kano Radical Collaboration Analytical Process / Get a Signal / Look around the edges When customers leave you they often want to tell you why

9 Analytical Process Kano Radical Collaboration Analytical Process / Get a Signal / Root Cause Analysis Formalize the problem And ask 5 Why s

10 Root Cause Analysis and 5-Why s Why 1 Problem Statement: I don t have enough access to customers High time investment to engage right contact Why 2 Prospects come through our personal network Why 3 Stealth mode company Why 4 Minimally Viable Product under development CONCLUSION: direct resources to MVP development instead of customer outreach 9

11 Root Cause Analysis and 5-Why s Problem Statement: Why 1 Why 2 Why 3 Why 4 Why 5 10

12 PRODUCT ROADMAP INPUT PROCESS OUTPUT

13 Kano Kano Model identifies three types of customer needs Not all customer needs are the same. Expected Needs Correspond to the minimum set of attributes that needs to be in a product/service to even be considered Normal Needs Are met by product attributes that result in satisfaction when fulfilled and dissatisfaction when not fulfilled Exciting Needs Provide satisfaction when achieved fully, but do not cause dissatisfaction when not fulfilled

14 Analytical Process Kano Radical Collaboration Customer Understanding / Broad Frameworks / Kano Needs Requirements Satisfaction Expected MUSTs Dissatisfiers Normal WANTs Satisfiers Exciting WOWs Delighters

15 Analytical Process Kano Radical Collaboration Customer Understanding / Broad Frameworks / Kano MUSTs, TOTAL SATISFACTION Exciting Needs WOWS Normal Needs WANTS WANTs, WOWs DIDN T DO IT AT ALL DID IT VERY WELL Expected Needs MUSTS TOTAL DISSATISFACTION

16 Analytical Process Kano Radical Collaboration Customer Understanding / Broad Frameworks / Kano / How to apply CATEGORIZE NEEDS MAP OUT REQUIREMENTS EVALUATE & PRIORITIZE 1. Categorize needs into expected, normal, exciting. If you don t understand well your customer needs map, run a Kano survey 2. Map out your requirements against customer needs 3. Evaluate how you are delivering against those needs as part of the roadmap process.

17 Analytical Process Kano Radical Collaboration Customer Understanding / Broad Frameworks / Kano MUSTs WOWs Support data Competitive Matrixes Focus Groups Surveys Journey mapping Painstorming Site visits Design Thinking

18 Analytical Process Kano Radical Collaboration Radical Collaboration To connect successfully with the customer and deliver WOWs, new tools are needed to connect everyone involved.

19 Analytical Process Kano Radical Collaboration Radical Collaboration / Design Thinking EMPATHIZE IDEATE DEFINE PROTOTYPE Radical collaboration is at the heart of Design Thinking TEST

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21 Analytical Process Kano Radical Collaboration Radical Collaboration / Working with the Frontlines Working with the frontlines is radical collaboration

22 Analytical Process Kano Radical Collaboration Radical Collaboration / Journey Mapping Experience mapping is radical collaboration Duarte, Inc

23 Analytical Process Kano Radical Collaboration Radical Collaboration / Customer Visits Duarte, Inc

24 Too many people are hiding in dark rooms flipping through too many words on big screens. There s a reason why I avoid boardrooms. I d rather spend time with people in the field, where eye contact, genuine conviction, and trustworthiness are in full evidence. Dyslexia shaped my and Virgin s communication style. From the beginning, Virgin used clear, ordinary language. If I could quickly understand a campaign concept, it was good to go. If something can t be explained off the back of an envelope, it s rubbish. I believe in conversations and eye contact. Sir Richard Branson Photo: virgin.com Founder and Chairman, Virgin Group Duarte, Inc

25 Analytical Process Kano Radical Collaboration D 1 d 1 a Removing Distance from the customer is the key

26 Thank You Laura Garcia-Manrique

27 Resources Slide doc: Online more information d.school: Kano Model: Kano Model: Jobs To Be Done: Outcome Driven Innovation: Credits Slidedoc template & Slide 23: Graphics: 26