Make things worth making

Do you want to make things worth making? 

Here's my key takeaways from Tony Fadell, "the father of the iPod", co-creator of the iPhone and co-founder of Nest labs.

Cool technology isn't enough

A great team isn't enough. Plenty of funding isn't enough. You have to time it right. Customers need to see that your product solves a real problem they have today - not one that they may have in some distant future.

You can't wait for perfect data

It doesn't exist. You just have to take the first step into the unknown. Use what you have learned and take your best guess at what's going to happen next. It's not data or intuition; it's data and intuition.

Your product isn't only your product

It's the whole experience that begins when someone learn about your brand for the first time and ends when it disappears from their life. It's when you give care and attention to every part of that journey you create something that people will love.

Every product should have a story

A narrative that explains why it needs to exist and how it will solve your customer's problems. Make the story easy to remember, easy to repeat. Someone else telling your story will always reach more people than your own talking.

  • The story appeals to people's rational and emotional sides. Recognize the needs of your audience and connect with something they care about, like their worries and fears.
  • The story takes complicated concepts and makes them simple.
  • The story reminds people of the problem that's being solved. Why does this thing need to exist? Why does it matter? Why will people need it? Why will they love it?

You can only have one customer

You cannot make a single product for two completely opposite customers for two different customer journeys.

You need constraints to make good decisions 

... and the best constraint in the world is time. By forcing a hard deadline on yourself, you can't keep putting the finishing touches on something that will never be finished. Don't allocate too much money at the start. People do stupid things when they have a giant budget.

The best teams are multigenerational

Experienced people have a wealth of wisdom that they can pass on to the next generation and young people can push back against long-held assumptions.

Always be training someone on your team to do your job

There should always be at least one or two people on your team who are natural successors to you. Take vacations, they are a great way to build a team's future capabilities and see who might step into your shoes in the years to come.

"Build" by Tony Fadell

Testing business ideas

No business plan survives first contact with customers.

Testing is the activity of reducing the risk of pursuing ideas that look good in theory, but won't work in reality.
Design is the activity of turning vague ideas, insights and evidence into concrete value propositions and solid business models.

We test business ideas to reduce risk and uncertainty. You break a big idea into smaller chunks of testable hypotheses covering three types of risk.

First, that customers or users are not interested in your idea (desirability).

Second, that you can't build and deliver your idea (feasibility).

Third, that your business can't earn enough money from your idea (viability).

A well-formed business hypothesis describes a testable, precise and discrete thing you want to investigate.
  • Your hypothesis is testable when it can be shown true (validated) or false (invalidated), based on evidence (and guided by experience).
  • Your hypothesis is precise when you know what success looks like. It describes the precise what, who, and when of your assumptions.
  • Your hypothesis is discrete when it describes only one distinct, testable and precise thing you want to investigate.
Turn your most important hypotheses into experiments to create evidence you can learn from.
  • "We believe that ..."
  • "To verify that, we will ..."
  • "And measure ..."
  • "We are right if ..."
Evidence is what you use to support or refute the hypotheses. Insights are what you learn from studying the evidence.
  • "We believed that ..."
  • "We observed ..."
  • "From that we learned that ..."
  • "Therefore, we will ..."
Then turn insights into action. Make informed decisions to abandon, change and/or continue testing a business idea based on collected insights.

But testing ideas costs money. So then you just ask for millions in the big bang annual funding process and spend it all to avoid decreased budget next year?

No. Think like a venture capitalist instead. Invest and incrementally fund the teams and a series of business ideas and double down on the ones that are successful.

Set up a small investment committee that consists of leadership with decision-making authority when it comes to budget, because they will be helping the teams navigate from seed, launch and growth stages. Funding decisions typically take place at 3-6 months intervals.

To summarize: Key Hypotheses + Experiments + Key Insights = Reducing uncertainty and risks.

"Testing business ideas" by David J. Bland and Alexander Osterwalder

Battles to be won, jobs to be done

In Equinor, we have now helped hundreds of people applying jobs-to-be-done to discover what their stakeholders are actually trying to accomplish or achieve when they use or are about to use their products.

It is about understanding the problem that you are trying to help someone solve.

Why? The extent to which their product helps their users and stakeholders accomplish their job to be done determines the value they perceive from their product.

We want to spend our scarce resources on products that the users and our business really want and need.

The four key takeaways?

First, look beyond the straightforward functional tasks

This is not about listing a bunch of functional tasks that your users and stakeholders currently perform. You instead need to understand their why and what they really seek to accomplish and achieve.

We see that the ones that struggle to come up with a meaningful value proposition have identified jobs that correspond more with straightforward tasks their stakeholders currently do.

Second, don't forget unmet or underserved jobs

When we do this with existing products, we tend to focus on the stakeholders and jobs the product currently serve, and we forget to explore unmet or underserved jobs or stakeholder segments.

What are the things they want to get done that your product (or any other product in Equinor) currently don't help them getting done? Are there any underserved stakeholder segments where your product could play a role?

Third, people also have social and emotional jobs

We experience that people are trained in articulating functional jobs, but their eyes light up when we introduce them to emotional and social jobs.

By exploring the emotional and social components we see value propositions that resonates better with their audience.

Fourth, test your assumptions

We stress the fact that the jobs the product teams come up with are educated guesses and assumptions you need to test afterwards. You can't figure out all this in a Teams meeting, a workshop or by using the right AI prompts.

You need to test and validate the jobs and the value proposition with your audience.

Strong product people

It's hard to get better if you don't know what better looks like

The product leader

A product leader leads the product managers building ships (products). They hire the best shipbuilders, create a proper environment for building ships, and they provide their people with the support and tools they need to do great work. The ships your teams build can only be as good as the shipyard that produces them.

The product manager's job

It's the product manager's job to come up with a product solution that is valuable to the user, usable by the user, buildable by your engineering team, and still viable from a business perspective. It's all about finding a balance between these four dimensions.

Again, what's the job you said!?

  • Go out there and listen to your users and customers to understand their problems and how you can possible solve them.
  • Conduct several experiments and prototypes to test your assumptions and various solutions before building them (to minimize the risk of building the wrong thing in a beautiful way).
  • Maximize value but minimize the effort to build the actual solution and make sure the winning solutions can be built by the team in a reasonable amount of time.
  • Deliver the product and optimize (or even innovate on) it based on feedback.

By this definition, a product manager is not a person who only collect requirements, write concepts, and maintain a backlog without making any decisions.

Do you know what better looks like?

If you don't know what makes a good product manager, how do you make sure your product managers know what they are expected to do? How do you hire the right person? How do you show them their necessary areas of personal growth?

Help your product managers understand what you think makes a good product manager. Help them identify their gaps to see what they should get better at, and help them understand what better really looks like.

Product vision, product strategy, goals and principles

For some organizations, product vision, strategy, goals and principles are very scary things - so much so that they avoid creating some or all of them. People think that it's a complicated and difficult process.

In fact, it's all about decision making. These things provide the guardrails for making decisions and prioritizations faster, and better. You need that, because there will always be more work than there is capacity to do it.

How can I grow and learn as a product manager?

  • I can learn by consuming books, podcasts, blogs, conference talks.
  • I can apply what I have consumed and learned to my daily work.
  • I can reflect and get feedback on what I have applied.
  • I can contribute back to the community and my colleagues by showing up at events to share my experiences, teach others, write articles, onboard new product managers, and become a mentor.

"Strong Product People" by Petra Wille

How do you recognize a bullsh*t strategy?

One, they are expressed as goals, without saying anything about how to reach those goals.

Two, they are generic and shared by pretty much all the other brands and companies in your category.

Three, they are fluffy and written in such a loose and broad way that there are no obvious actions falling out of it. What does "leverage synergies" mean? What do you do with that?

A strategy is the unique value a business provides to the market.

A unique value is the benefit your customers get from your product, which they can't get anywhere else, and which a hell of a lot of people want or need.

The intellectual content of a strategy - the thinking behind it - is only half the battle. The other half is converting that thinking into a strategy that is actually usable.

So what can you do?

You can put your strategy through the subjectivity test where you remove all subjective language, anything like 'good', 'great', 'world-class', 'best' and 'smart', and see if there are any substance left.

You could also play the opposite game where you ask yourself if the opposite of your strategy also make logical sense. If the answer is yes, then you probably have a good strategy on your hands because it represents a true strategic choice.

PowerPoint or Word?

Most strategies float around in "The Deck". A nice long PowerPoint presentation with a few pillars, onions, missions, visions, and the like. A PowerPoint lets you get away with all the things that wouldn't fly in a conversation or email.

Instead, just write it the way you'd tell it. 

A single page of A4 with a few paragraphs of argument and explanation, culminating in the punchline ("therefore we are going to do X"). Your job is simply to explain it so that anyone who reads it, gets it.

There should be no difference between your written explanation and your spoken one.

Even a super-crisp strategy is still, ultimately, going to be fairly abstract, so it's important you really land the idea (and get the ball rolling) by listing some key actions arising from it.
  • What must you do to deliver on this?
  • What needs to change?
  • What do you need to stop doing?
  • What needs to be added?

If a strategy doesn't prompt ideas automatically then it has a problem - probably one of being too abstract, and not practically grounded enough.

"No Bullsh*t strategy" by Alex M H Smith