How to build a desirable tech product

HOW TO BUILD ADESIRABLE TECH

PRODUCT

THE RIGHT PATH…

THE PRODUCT PATH

FROM THE IDEA TO THE SHELF

ABOUT THE PRODUCT…

FUNCTIONS PROCESSESACTORS

10REMINDERS

KEY FUNCTIONS

PRODUCTMANAGEMENT

PRODUCTMANAGEMENT

THE PRODUCTMANAGER SAYS…

THE DUTIES OF PRODUCT MANAGEMENT

Capture ideas and opportunities

Make quick evaluations of ideas and opportunities

Define WHAT to do and build the right product

THE DUTIES OF PRODUCT MANAGEMENT

Identify roles and “Personas”

Lead the entire product lifecycle

Generate the Business Case (with everybody’s help)

THE DUTIES OF INNOVATION

Generate a proper and constant innovation environment

Generate ideas

Provide DISRUPTION to the process

THE DUTIES OF INNOVATION

Investigate opportunities aligned with the organization’s strategic lines

Lead the technological R&D (with the help of Engineering and Partners)

THE DUTIES OF MARKETING & SALES

Help others know about competition, customers and markets

Help the PM define segments, targets and position


Help the PM define pricing

Promote and tell the world about the product

Manage the product launch


Provide tools for the sales channels

Lead key marketing programs

Sell the product

THE DUTIES OF ENGINEERING, OPERATIONS & PROJECT MANAGEMENT

Build the product right

Define a FEASIBLE product

Implement the product with the required level of AGILITY

Be constantly updated about the technology’s state of the art (with the Innovation Dept. help)

Keep people’s feet on the ground during the entire process

THE DUTIES OF ENGINEERING, OPERATIONS & PROJECT MANAGEMENT

THE DUTIES OF USER EXPERIENCE & DESIGN

Study and model the interaction with the product

Design the User Interface

Study users

THE DUTIES OF USER EXPERIENCE & DESIGN

Help PM to define roles and “personas”

Help PM to experiment and optimize the product together with Innovation

Lead the prototype phase

ACTORS & ROLES

Despite the real world forces the concentration of multiple roles in a single person, we’re going to draw an ideal organization where everybody has just one role…

…and the PRODUCT MANAGER is #1…and the PRODUCT MANAGER is #1

R&D PARTNER

INNOVATION PRODUCTMANAGER

DREAMER

MAKER

USER

INDUSTRY MANAGER

PRODUCT MARKETINGMANAGER

SALES MANAGER

PRODUCT MANAGER

INTERACTION DESIGNER

VISUAL DESIGNER

PRODUCT OWNER

PROJECT MANAGER

ENGINEERING MANAGER

OPERATIONS MANAGER

STAFF / ORGANIZATION CUSTOMER

LEAD DESIGNER

PRODUCT MANAGEMENTINNOVATION MARKETING ENGINEERINGUSER EXPERIENCE

ITERATIVE PROCESS

We assume that thousands of ideas are not chosen. We assume that hundreds of products don’t see the light. We assume that some products fail in the market…

We are drawing the path that successful products follow

LAUNCH

DISCOVERY AND DEFENSE MODE PROTOTYPE AND TEST MODE IMPLEMENTATION MODE LAUNCH MODE

WHAT (idea conception)

Maturation and definition

∂∂Design and prototyping

Positioning

Technical development

Commercial development &

Branding

BackOffice & Launch plan

execution

Test (User & Mkt)

Rethink

Redesign

Reconsider

Test (validation)

Rebuild

Rebrand

DISCOVERY AND DEFENSE MODE

THE LARGER THEPICTURE, THE MORE

WEIGHT ANDRESPONSIBILITY IN THE

DEPICTED STAGE

BIGGER PICTURE: MORE WEIGHT ANDRESPONSIBILITY

BIGGER PICTURE: MORE WEIGHT ANDRESPONSIBILITY

SMALLER PICTURE: LESS WEIGHTAND RESPONSIBILITY

SMALLER PICTURE: LESS WEIGHTAND RESPONSIBILITY

WHAT (idea conception)

Maturation and definition

Rethink

DISCOVERY AND DEFENSE MODEeffort & responsibility


1. INNOVATIVECHALLENGES

1. RELATION WITH USERS(NEEDS)

1. RELATION WITHBUSINESS UNITS (NEEDS)

1. COMPETENCE ANALYSIS(COPY)

1. BUSINESS STRATEGY

1. MARKET WATCH(OPPORTUNITIES)

…

2. IDEA SELECTION

3A. FEASIBILITY ANALYSIS

3B. VALUE PROPOSITIONDEFINITION

4. BUSINESS CASEGENERATION (BIG

NUMBERS)

5. PRESENTATION TOPRODUCT COUNCIL (1ST

ROUND)DECISION

YESGO TOTHE NEXTLEVEL…

NOGAME OVER. TRY

AGAIN…

steps


1. FIRST BLOCK (MULTIPLE SOURCES)

2. IDEA SELECTION

3A. FEASIBILITY STUDY

3B. VALUE PROPOSITION

4. BUSINESS CASE GENERATION (BIG NUMBERS)

5. PRESENTATION TO PRODUCT COUNCIL (1ST ROUND)

staff / users r&d partners / makers / dreamers / innovation PMs

product manager

em r&d partners / innovation PMs

pmk / ipm / em product manager

staff product manager

product marketing manager product managerlead designer

invo

lvem

ent

∂∂Design and prototyping

Positioning

Test (User & Mkt)

Redesign

Reconsider

PROTOTYPE AND TEST MODEeffort & responsibility

YESGO TOTHE NEXTLEVEL…


6. ROLES AND PERSONASANALYSIS

7B. MARKETING PLANDEFINITION

7A. INTERACTION & VISUAL DESIGN

8. “HIGH FIDELITYPROTOTYPE”

CONSTRUCTION

9A. USER TEST

9B. MARKET TEST

DECISION10. BUSINESS

CASE(DEFINITIVE)

10. PRODUCTCOUNCIL (2ND

ROUND)

NOCOME BACK TO

THE FIRST SQUAREAND GOOD LUCK

NEXT TIME…

ALERTIT’S TIME TO DESIGN

THE NEXT VERSION…

steps


6. ROLES AND PERSONAS ANALYSIS

7A. INTERACTION & VISUAL DESIGN

7B. MARKETING PLAN DEFINITION

8. “HIGH FIDELITY PROTOTYPE CONSTRUCTION

9A. USER TEST

9B. MARKET TEST

10. BUSINESS CASE (DEFINITIVE) / PRESENTATIONTO PRODUCT COUNCIL (2ND ROUND)

lead designer / interaction designer product manager

product manager

product marketing manager / industry manager product manager

lead designer / interaction designer / visual designer / product owner product manager

interaction designer / visual designer product manager

lead designer / interaction designer / visual designer

staff product manager

product marketing manager / industry manager product manager

product owner

invo

lvem

ent

Technical development

Commercial development &

Branding

Test (validation)

Rebuild

Rebrand

IMPLEMENTATION MODEeffort & responsibility

YESGO TOTHE LASTLEVEL…


11. PROTOTYPE REVIEWAND ANALYSIS

14. USER TEST(VALIDATION) DECISION

12A. INCREMENTALPRODUCT

CONSTRUCTION

12B. BUSINESSVALIDATION POINTS

13. MARKETING PLANEXECUTION

12C. ENGINEERINGVALIDATION POINTS

NOIT SEEMS

IMPOSSIBLE BUTYOUR PRODUCT

STINKS…

steps


11. PROTOTYPE REVIEW AND ANALYSIS

12A.INCREMENTAL PRODUCT CONSTRUCTION

13B. BUSINESS VALIDATION POINTS

13C. ENGINEERING VALIDATION POINTS

14. MARKETING PLAN EXECUTION

15. USER TEST (VALIDATION)

engineering manager / project manager product manager

product owner / engineering manager / project manager

project manager / product owner product manager / staff

ld / id / vd

product owner / engineering manager / project manager

product manager marketing / industry manager

ld / id product managerem / pm

invo

lvem

ent

LAUNCHBackOffice & Launch plan

execution

LAUNCH MODE

effort & responsibility


17A. MARKETING PLANEXECUTION (LAUNCH)

17B. INTERNALDISSEMINATION

16. BACK-OFFICEPRODUCT RECEPTION

18. FINAL CHECK19. RAPID RESPONSE

PHASELAUNCH

steps


16. BACK-OFFICE PRODUCT RECEPTION

17A. MARKETING PLAN EXECUTION (LAUNCH)

17B. INTERNAL DISSEMINATION

18. FINAL CHECK

19. RAPID RESPONSE PHASE

product marketing manager product manager

product manager

engineering manager / operation manager

engineering manager / operation manager

product manager marketing / industry manager / sales manager

invo

lvem

ent

10 REMINDERS

1Separate the Product Manager role from the Product Marketing role as much as you can…

2Give enough time to play and create.

3Stretch the prototype as much as you can to get a “High fidelity prototype”.

4Get Engineering involved since the very beginning.

5Focus on obtaining the “Minimum Viable Product”, not anything more…

6Think always in the product. Each phase of the cycle needs a strong leadership from the product manager.

7Be forward thinking. Once you start building a release, define the next one.

8Use the right KPIs to measure the success of the product.

9Differentiate the WHAT and the HOW. Each one has its own responsible…

10Have direct access to the users in order to do your best at testing and validation.

And always remember…

ENJOY…

AND BE CREATIVE

Pablo Rodrí[email protected] Rodríguez

[email protected] Cardelú[email protected] Cardelú[email protected]

Credits

How to build a desirable tech product

Technology

Transcript of How to build a desirable tech product