360° product management - jpk group€¦ · j p k g r o u p product intelligence and experience...
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JPK
Gro
up
Product Intelligence and Experience Summit
March 15-16 • San Francisco, CA
360° Product Management
March 15, 10:15am
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:
www.jpkgroupsummits.com/attendee2
Laura Garcia-Manrique
Stealth Startup in Authentication Security
Developing a complete line-of-site view of your
product strategy, touchpoints and roadmap
Laura Garcia-Manrique [email protected]
360 Product Management Radical collaboration and stronger customer connections for product success
Product Creation today
Are we hitting the mark?
Customer Advocates & Agents of Change for Product Success
3
Radical
Collaboration
2
Kano
1
Analytical
Process
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.
Analytical Process Kano Radical Collaboration
Analytical Process/ Get a Signal
Getting a Signal and understanding the Why
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
Analytical Process Kano Radical Collaboration
Formalize the problem And ask ‘5 Why’s’
Analytical Process / Get a Signal / Root Cause Analysis
9 |
Problem Statement: “I don’t have enough access to customers”
Why 1 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
Root Cause Analysis and 5-Why’s
CONCLUSION: direct resources to MVP development instead of customer outreach
10 |
Problem Statement:
Why 1
Why 2
Why 3
Why 4
Why 5
Root Cause Analysis and 5-Why’s
INPUT
PRODUCT ROADMAP
PROCESS OUTPUT
Kano Model identifies three types of customer needs Not all customer needs are the same.
Kano
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
Kano Radical Collaboration Analytical Process
Customer Understanding / Broad Frameworks / Kano
MUSTs
WANTs
WOWs
Expected
Normal
Exciting
Dissatisfiers
Satisfiers
Delighters
Needs Requirements Satisfaction
Kano Radical Collaboration Analytical Process
Customer Understanding / Broad Frameworks / Kano
MUSTs, WANTs, WOWs
http://www.walden-family.com/public/cqm-journal/2-4-Whole-Issue.pdf
TOTAL SATISFACTION
TOTAL DISSATISFACTION
DIDN’T DO IT AT ALL
DID IT VERY WELL
Expected Needs MUSTS
Normal Needs WANTS
Exciting Needs WOWS
Kano Radical Collaboration Analytical Process
Customer Understanding / Broad Frameworks / Kano / How to apply
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.
CATEGORIZE NEEDS
MAP OUT REQUIREMENTS
EVALUATE & PRIORITIZE
Kano Radical Collaboration Analytical Process
Customer Understanding / Broad Frameworks / Kano
Support data Competitive Matrixes
Focus Groups Surveys
MUSTs WOWs
Journey mapping Painstorming Site visits Design Thinking
Analytical Process Kano Radical Collaboration
Radical Collaboration
To connect successfully with the customer and deliver WOWs, new tools are needed to connect everyone involved.
Radical collaboration is at the heart of Design Thinking
https://dschool.stanford.edu/
EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
Analytical Process Kano Radical Collaboration
Radical Collaboration / Design Thinking
https://en.wikipedia.org/wiki/Rogers_Commission_Report#.22An_accident_rooted_in_history.22
Working with the frontlines is radical collaboration
Analytical Process Kano Radical Collaboration
Radical Collaboration / Working with the Frontlines
21 © Duarte, Inc. 2014
Experience mapping is radical collaboration
Analytical Process Kano Radical Collaboration
Radical Collaboration / Journey Mapping
22 © Duarte, Inc. 2014
Analytical Process Kano Radical Collaboration
Radical Collaboration / Customer Visits
23 © Duarte, Inc. 2014 23 © Duarte, Inc. 2014
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
Founder and Chairman, Virgin Group
Photo: virgin.com
“
”
𝐷 ∝1
𝑑×1
𝑎
Removing Distance from the customer is the key
Analytical Process Kano Radical Collaboration
26 |
Slide doc: email [email protected]
Online – more information d.School: https://dschool.stanford.edu/ Kano Model: http://www.kanomodel.com/ Kano Model: http://www.walden-family.com/public/cqm-journal/2-4-Whole-Issue.pdf Jobs To Be Done: http://www.christenseninstitute.org/key-concepts/jobs-to-be-done/ Outcome Driven Innovation: https://strategyn.com/
Credits Slidedoc template & Slide 23: https://http://www.duarte.com/slidedocs/ Graphics: http://deathtothestockphoto.com
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