My product management toolkit (37): product / market fit survey

April 8, 2019April 8, 2019 marcabraham1 Comment

Since venture capitalist Marc Andreessen introduced the concept of “product / market fit” back in 2007 there have been many different interpretations of what this concept actually means. From people using sales projections to companies applying customer satisfaction to determine product / market fit, I’ve seen companies utilising different yardsticks. I therefore thought it would be good to go back to Marc Andreessen’s original definition and look at a great approach by Sean Ellis – who specialises in growth strategies – to identify product / market fit.

First, let’s look at Marc Andreessen’s original definition of product / market fit:

“Product/market fit means being in a good market with a product that can satisfy that market.”

Andreessen has taken this definition from Andy Rachleff – another successful startup founder and venture capitalist – who describes getting to product / market fit as “the only thing that matters” when you’re a startup. Product / market fit thus means being in a good market with a product that can satisfy that market.

The million dollar question then becomes how one knows that product / market fit has been achieved. Andreessen explains how you can feel when product / market for isn’t happening:

“The customers aren’t quite getting value out of the product, word of mouth isn’t spreading, usage isn’t growing that fast, press reviews are kind of “blah”, the sales cycle takes too long, and lots of deals never close.”

Andreessen argues that you can feel when product / market fit is happening if:

“The customers are buying the product just as fast as you can make it – or usage is growing just as fast as you can add more servers. Money from customers is piling up in your company checking account. You’re hiring sales and customer support staff as fast as you can. Reporters are calling because they’ve heard about your hot new thing and they want to talk to you about it.”

Another way of establish whether you’ve achieved product / market fit comes from Sean Ellis and his product / market fit survey. Ellis’ survey consists of one simple question:

“How would you feel if you could no longer use this product?”

People can respond to this survey in one of the following ways:

Very disappointed
Somewhat disappointed
Not disappointed (it really isn’t that useful)
N/A – I no longer use this product

Ellis’ rule of thumb is that if you’re above 40% of the people saying they’d be very disappointed, you’ve found product / market fit, and if you’re less than that, you haven’t.

Through the survey, you can learn about a person’s underlying reasoning behind their response by including a free text field which says something like “Please help us understand why you’ve selected this answer.”

In addition, you could conduct user interviews to learn more about the products which people consider as an alternative to your product or to understand the perceived benefits of your product. For example, those survey respondents who responded that they’d be “somewhat disappointed” it might be that you haven’t delivered on the product’s intended value proposition. Similarly, it would be good to find out from those people who indicated “not disappointed” why they wouldn’t care if your product ceases to exist.

Main learning point: Understanding whether (and why) your product has achieved product / market fit is critical for any startup. Learning why a product has or hasn’t achieved product / market fit through a survey or an interview will fuel further product development and decision making.

Related links for further learning:

Book review: The Making of a Manager by Julie Zhuo

March 26, 2019 marcabrahamLeave a comment

“The Making of a Manager” is the first book by Julie Zhuo, VP of Product Design at Facebook. In “The Making of a Manager”, Julie shares her experiences and learnings with regard to her transition from being a personal contributor to becoming a manager. “This is a book about how someone with no formal training learned to become a confident manager” is the starting point for Julie’s book.

When she started her first role as a manager at Facebook, Julie had very little experience under her belt and she describes what she thought a manager’s job was:

have meetings with reports to help them solve their problems,
share feedback about what is or isn’t going well, and
figure out who should be promoted and who should be fired.

Without wanting to spoil the rest of “The Making of a Manager”, this is how Julie sees a manager’s job today:

build a team that works well together,
support members in reaching their career goals, and
create processes to get work done smoothly and efficiently.

Julie summarises that “Your job, as a manager, is to get better outcomes from a group of people working together.” She puts a great focus on outcomes and refers to her former manager Chris Cox, ex VP of Product at Facebook, who explained that half of what he as a manager looks at were his team’s results and the other half was based on the strength and satisfaction of his team.

I liked Julie’s inclusion of Richard J. Hackman’s research into what helps create successful teams (see Fig. 1 below). She uses a similar approach to managers creating the right conditions for their teams:

Purpose – The purpose is the outcome your team is trying to accomplish, otherwise known as the why. The first big part of your job as a manager, Julie writes, is to ensure that your team knows what success looks like and cares about achieving it.
People – This is all about the who. Are the members of your team set up to succeed? Do they have the right skills? Are they motivated to do great work? To manage people well, Julie explains, you must develop trusting relationships with them, understand their strengths and weaknesses (as well as your own – see below), make good decisions about who should do what (including hiring and firing when necessary), and coach individuals to do their best.
Process – This describes how your team works together. Julie clarifies that process in her mind isn’t about stacks of paperwork and frameworks for everything, but enabling teams to make decisions and work together effectively: “In a team setting, it’s impossible for a group of people to coordinate what needs to get done without spending time on it. The larger the team, the more time is needed.”

Staying on the topic of defining management, Julie provides a useful distinction between leadership and management. Manager is a specific role, with clear principles outlining what a manager does and how his success is measured. Leadership, on the other hand, is the particular skill of being able to guide and influence other people. Julie makes the point that a leader doesn’t have to be a manager; “Anyone can exhibit leadership, regardless of their role.”

In “The Making of a Manager”, Julie covers a lot of different facets of becoming and being a manager. From recounts her first couple of months as a manager to breaking down her views on strong management, Julie offers a ton of insights and tips for those of us who are managers or would like to take on this role. Let’s pick some aspects that resonated with me most:

Trust is the most important ingredient – It may sound obvious, but the importance of investing time and effort into creating / maintaining trusting relationships can get easily overlooked. Julie mentions that the hallmark of a trusting relationship is that people feel they can share their mistakes, challenges, and fears with you.
Giving and receiving critical feedback – Similar to Kim Scott and Amy Edmondson, Julie talks about how managers and their direct reports need to be able to give each other critical feedback regularly without it being taken personally. If your report does work that you don’t think is great, are you comfortable saying that directly? Similarly, would your report tell you if you if he thinks you’ve made a mistake?
Be honest and transparent about your report’s performance – As a manager, your perspective on how your report is doing carries far more weight than his perspective on how you’re doing. After all, you’re the one who determines what he works on and whether he should get a promotion or be fired.
Admit your own mistakes and growth areas – Julie shares how she tries to admit when she doesn’t have the answers or when she’s working through her own personal challenges, and shares a number of useful phrases that she’ll typically use when doing so (see Fig. 2 below).
Managing yourself – Here, Julie talks about the so-called imposter syndrome, i.e. where you doubt your accomplishments and worry being exposed as a “fraud”. She raises the question why imposter syndrome hits managers particularly hard and gives two main reasons. Firstly, because managers are often looked to for answers. Secondly, managers are constantly put in the position where they’re put in the position if doing things they haven’t done before. She also talks about managers identifying their own strengths and weaknesses, and “being brutally honest with yourself”.
Amazing meetings – I liked Julie’s points about meetings, the bane of most managers’ lives. She distinguishes between decision-making meetings and informational meetings and explains how being clear about the meeting objective (and structuring the meeting accordingly) can lead to much more effective and enjoyable meetings (see Fig. 3 below).

Fig. 1 – Richard J. Hackman, Hackman’s 5 Factor Model:

Being a Real Team – One with clear boundaries and stable membership.

Compelling Direction – Provide the team with clear goals, which are both challenging and consequential.

Enabling Structure – Where possible, offering the team variety in the tasks they undertake improves the team’s success. Within the team’s structure it’s also key to ensure that team members have strong social skills.

Supportive Context – A supportive context is essential for companies and organisations, as they are made up of small groups which when combined form a larger group.

Expert Coaching – This is about coaching and mentoring the team to help achieve the outcomes they need to achieve and support team members developing their individual skills.

Fig. 2 – Julie Zhou, The Making of a Manager: Sample things to say when you don’t have the answer or are working through personal challenges:

“I don’t know the answer. What do you think?”
“I want to come clean and apologise for what I did/said the other day …”
“One of my personal growth areas this half is …”
“I’m afraid I don’t know enough to help you with that problem. Here’s someone you should talk to instead …”

Fig. 3 – Julie Zhou, The Making of a Manager: Decision-Making Meetings and Informational Meetings:

A great decision-making meeting does the following:

Gets a decision made (obviously)
Includes the people most directly affected by the decision as well as a clearly designated decision-maker.
Presents all credible options objectively and with relevant background information, and includes the team’s recommendation if there’s one.
Gives equal airtime to dissenting opinions and makes people feel that they were heard.

A great informational meeting does the following:

Enables the group to feel like they learned something valuable.
Conveys key messages clearly and memorably.
Keeps the audience’s attention (through dynamic speakers, rich storytelling, skilled pacing, interactivity).
Evokes and intended emotion – whether inspiration, trust, pride, courage, empathy, etc.

Main learning point: “The Making of a Manager” provides an honest, no bullsh*t account of what it means to be manager and how to best transition into a managerial role. Definitely worth a read if you’re manager or looking to become one.

Related links for further learning:

Review: Shift

March 10, 2019March 11, 2019 marcabrahamLeave a comment

Having worked on a number of online marketplace products, I’m always curious about other online marketplaces out there. So you might be able to imagine my excitement when I came across Shift, a US-based marketplace for new and used cars. Having bought used cars before, I feel that the used car industry is ripe for disruption and my hunch is that Shift is aiming to do just that.

I can see plenty of room to improve transparency and trust when it comes to buying and selling used cars and I’m keen to learn more about how Shift tries to tackle both areas:

My quick summary of Shift before using it: I expect a platform that enables consumers to discover, compare and buy used cars. Unsure whether cars are bought from dealerships or from Shift directly. Also, wondering whether I can get finance through Shift to help purchase my car.

How does Shift explain itself in the first minute? The landing page of the site shows two women, seated in a car and looking happy. The main strap-line on the site reads “Simplified car buying”, followed by “Great cars. Better prices. Test drives delivered to you.” The main navigation bar in the top right hand corner of the page shows “Financing” as one of the options for people to consider.

How does Shift work? Shift’s “Concierges” deliver test drives to customers on-demand. After a test drive one can arrange finance and purchase the car on the spot. Shift applies three driving principles to its business, as it aims to “bring trust and simplicity to the peer-to-peer used car market”: convenience, value and trust. Shift sees the Concierge as a pivotal actor as part of this experience as it’s the role of the Concierge “to be your guide. It’s not their job to sell you a car, it’s to help you buy one.”

When, for instance, I look at a used Mercedes GLE 350 to buy (see screenshot below), a few things stand out to me:

“No-haggle list price” – So there’s no room for a potential buyer to bring the price down!? From a peer-to-peer perspective, I can see how a fixed price creates a lot of clarity and trust for both parties involved in the transaction, car buyer and seller.

Compare price – I would have loved to compare prices for the specific car I’m interested in. When, however, I click on “Compare” for a a number of different vehicles on Shift’s site, I keep getting a message stating that price comparison info isn’t available.

Mechanical inspection – Would love to learn more about Shift’s process that precedes the mechanical inspection as shown for each model on the site. I deliberately looked for cars that didn’t just have a perfect list, i.e. all green marks, and I found one (see below). This Toyota Prius (2010) has three body related issues. When I click to see details, the three issue are being explained clearly, as well as their impact on both the exterior and the drivability of the car.

Wear & tear photos – For this nine year old Toyota Prius, Shift offers seven wear and tear photos so that I can see clear evidence of the body related issues listed in the mechanical inspection report. I can thus make up my mind – before arranging a test drive – whether I can live with these issues or not.

Having looked into buying car, I now want to see how one can sell a car through Shift:

These three steps involved in selling a car through Shift feel very similar to selling through Vroom:

Get an estimate – Getting a Shift estimate for a car to sell feels pretty straightforward (see screenshot below). My only question is how car sellers can quickly figure out whether they’re getting a good price for their car, and how this estimated price compares to what they could get elsewhere.

How and when do I get paid? Shift will initiate payment to the the car seller at the end of the appointment in which they evaluate one’s car to sell. This approach made me think of real estate platforms such as Opendoor and Nested. These companies will buy your property off you (Opendoor) or pay an advance (Nested) after they’ve thoroughly inspected and valued your home. The comparison with real estate made me wonder whether Shift refurbishes the interior of car or improves the exterior once it has bought the car off you.

Screen Shot 2019-03-11 at 09.18.27.png

Did Shift deliver on my expectations? Yes. Refreshing to see the level of simplicity and transparency into an experience which has traditionally put the (uninformed) car buyer or seller on the back foot.

Related links for further learning:

Book review: “Autonomy”

November 16, 2018 marcabrahamLeave a comment

Lawrence Burns is a veteran of the automative industry. Having worked his entire professional career in the car industry – in Detroit, the birthplace of modern car manufacturing no less – you might expect Burns to be apprehensive about ‘change’ and modern technology. The opposite couldn’t be more true of Burns, since he’s been an advocate for driverless cars for the past 15+ years, starting his foray into this field whilst at General Motors.

In his latest book, “Autonomy: The Quest to Build the Driverless Car – and How It Will Reshape Our World”, Burns and cowriter Christopher Shulgan paint a picture of driverless cars dominating our streets and roads, and having a positive impact on the environment and transportation as a whole. For those sceptics out there who dismiss driverless cars as science fiction, I recommend they read “Autonomy” and take note of the technology and societal developments Burns describes:

Getting started, the DARPA Challenge and Google’s “Project Chauffeur”:

The book starts off with the story of the “DARPA Challenge” in 2004 and how this helped shaped learning and development with respect to driverless cars. Burns gives the reader a good close-up of the experiences and learnings from one of the teams that took part in this challenge. At this first DARPA challenge, every vehicle that took part crashed, failed or caught fire, highlighting the early stage of driverless technology at the time.

Image taken from: https://www.wired.com/story/darpa-grand-urban-challenge-self-driving-car/

Driverless cars are the (near) future:

Bob Lutz, former executive of Ford, Chrysler and General Motors, wrote an essay last year titled “Kiss the good times goodbye”, in which he makes a clear statement about the future of the automotive industry: “The era of the human-driven automobile, its repair facilities, its dealerships, the media surrounding it – all will be gone in 20 years.” There’s no discussion that driverless cars are coming, especially that both car and technology giants are busy developing and testing. When I attended a presentation by Burns a few months agogo, he showed the audience examples of both self driving cars and trucks:

Image taken from: http://www.autonews.com/article/20170316/MOBILITY/170319877/bmw-says-self-driving-car-to-be-level-5-capable-by-2021

Image taken from: https://newatlas.com/volvo-vera-self-driving-truck/56312/

In “Autonomy”, Burns brings Lutz’ predictions to life through the fictitious example of little Tommy and his family. In this example, Tommy steps into a driverless which has been programmed to take him to school in the morning. Tommy’s grandma will be picked up by a driverless two-person mobility pod to take her to a bridge tournament. Burns describes a world where car ownership will be a thing of the past; people using publicly available fleets of self driving cars instead.

Image taken from: https://www.thenational.ae/business/technology/autonomous-pods-the-future-of-city-driving-1.730283

Together with Chris Borroni-Bird, Burns has done extensive research into the potential impact of an electronic self driven car, looking at metrics such as “total expense per mile”, “cost savings per mile” and “estimated number of parts”. Borroni-Bird and Burns provide some compelling stats, especially when contrasted against conventional cars. Reading these stats helps to make the impact of driverless technology a lot more tangible, turning it from science fiction or future music into a realistic prospect.

Main learning point: “Autonomy” by Lawrence is an insightful book about a driverless future, written by a true connoisseur of the car industry and the evolution of driverless technology.

Related links for further learning:

Book review: “AI Superpowers”

November 11, 2018 marcabrahamLeave a comment

Dr. Kai-Fu Lee is the chairman and CEO of Sinovation Ventures, a China based tech focused investment firm. Previous to becoming a full-time investor, Lee held positions at Google, Microsoft and Apple. A large part of that career, Lee spent working on data and Artificial Intelligence (‘AI’), both in the US and in China. In “AI Superpowers – China, Silicon Valley and the New World Order” Lee bundles his experiences and insights to describe the progress that China and the US have made and are making in the field of AI.

AI Superpowers contains a heap of valuable insights as well as predictions about the impact of technology power that both the US and China have been racking up. These are the main things that I took away from reading AI Superpowers:

US and China, contrasting cultures – Lee starts the book by writing about the contrasts in business culture between the US and China: “China’s startup culture is the yin to Silicon Valley’s yang: instead of being mission-driven, Chinese companies are first and foremost market-driven.” Lee goes on to explain that the ultimate goal of Chinese companies is “to make money, and they’re willing to create any product, adopt any model, or go into any business that will accomplish that objective.” This mentality help to explain the ‘copycat’ attitude that Chinese companies have had historically. Meituan, for example, is a group-discount website which sells vouchers from merchants for deals which started as the perfect counterpart of US-based Groupon.
“Online-to-Offline” (‘O2O”) – O2O describes the conversion of online actions into offline services. Ride-sharing services like Uber and Lyft are great examples of the new O2O model. In China, Didi copied this model and tailored it to local conditions. Didi was followed by other O2O plays such as Dianping, a food delivery service which subsequently merged with the aforementioned Meituan company, and Tujia, a Chinese version of Airbnb. Lee also mentions WeChat and Alipay, describing how both companies completely overturned China’s all-cash economy. More recently, bike-sharing startups Mobike (see Fig. 1 below) and ofo which supplied tens of millions of internet-connected bicycles, distributing them across them about major Chinese cities and now across the globe.
China catching up quickly in the AI department – Having read the story of image recognition algorithm ResNet, and how its inventors moved from Microsoft to join AI startups in China, I can see how China as a country is quickly catching up with the technology stalwart that is Silicon Valley. One of these image recognition startups, Face +++, has quickly become a market leader in face / image recognition technology, leapfrogging the likes of Google, Microsoft and Facebook along the way.
The four waves of AI – In AI Superpowers, Lee argues that what he calls the “AI revolution” will not happen overnight. Instead, AI will wash over us in four waves: internet AI, business AI, perception AI, and autonomous AI (see Fig. 2 below). This part of the book really struck a chord with me, as it brings to life how AI is likely to evolve over the coming years, both in terms of practical applications and use cases.

Main learning point: I’d highly recommend “AI Superpowers” to anyone interested in learning more about how China and the US are furthering the development of AI and the impact of this development on our daily lives.

Fig. 1 – Screenshot of the Mobike bike-sharing app – Taken from: https://technode.com/2016/07/07/mobike-uber/

Fig. 2 – The four waves of AI – Taken from: Kai-Fu Lee, AI Superpowers, pp. 104 – 139:

First wave: Internet AI – Internet AI is largely about using AI algorithms as recommendation engines: systems that learn our personal preferences and then serve up content hand-picked for us. Toutiao, sometimes called “the Buzzfeed of China”, is a great example of this first wave of AI; its “editors” are algorithms.
Second wave: Business AI – First wave AI leverages the fact that internet users are automatically labelling data as they browse. Business AI, the second wave of AI, takes advantage of the fact that traditional companies have also been automatically labelling huge quantities of data for decades. For instance, insurance companies have been covering accidents and catching fraud, banks have been issuing loans and documenting repayment rates, and hospitals have been keeping records of diagnoses and survival rates. Business AI mines these data points and databases for hidden correlations that often escape the naked eye and the human brain. RXThinking, an AI based diagnosis app, is a good example in this respect.
Third wave: Perception AI – Third wave AI is all about extending and expanding this power throughout our lived environment, digitising the world around us through the proliferation of sensors and smart devices. These devices are turning our physical world into digital data that can then be analysed and optimised by deep-learning algorithms. For example, Alibaba’s City Brain is digitising urban traffic flows through cameras and object-recognition.
Fourth wave: Autonomous AI – Autonomous AI represents the integration and culmination of the three preceding waves, fusing machines’ ability to optimise from extremely complex datasets with their newfound sensory powers.

Related links for further learning:

Book review: “Powerful”

August 21, 2018August 21, 2018 marcabrahamLeave a comment

“Radical honesty” is easier said than done. In her latest book “Powerful; Building a Culture of Freedom and Responsibility”, former Netflix’ Chief Talent Officer Patty McCord delivers a great plea for the importance and benefits of a culture of “radical honesty”, one of the many things McCord helped put in practice whilst at Netflix. This element of always speaking the truth is one of the tenets of the Netflix culture which McCord was instrumental in shaping and which she writes about in “Powerful”.

McCord looks back on the Netflix culture as one of freedom and responsibility, and describes Netflix’ approach to creating “the leanest processes possible” and “a strong culture of discipline.” I’m keen to unpick the main elements of Netflix’ culture and McCord’s approach to co-creating a ‘powerful’ culture:

Transform organisational culture – McCord outlines where to start with transforming organisational culture: “identifying behaviours that you would like to see become consistent practices (…) then instilling the discipline of actually doing them.” This is very much an evolutionary process, consisting of lots of small steps. The book lists the core set of practices that underpinned the Netflix culture McCord co-created (see Fig. 1 below).
Great teams contribute to success – McCord singles out contribution to success as the greatest motivation for the majority of people and teams. She talks about the energy teams get from meeting a challenge and states “great teams are made when things are hard.”
Hire ‘high performers’ only (1) – My simple adage when recruiting is that if I’m not sure about a candidate or if I / we feel a persistent doubt about the candidate, it’s probably best to refrain from hiring that person. McCord goes one step further by saying that one should only hire high performers; people who do great work and challenge each other. This made me wonder whether this introduces a barrier to entry for less experienced or more junior hires? These people might become very good at their job and will – eventually – benefit from an environment that is both challenging as well as supportive.
Hire ‘high performers’ only (2) – McCord’s point about the importance of “having a great person in every single position on the team”, and how this makes for a highly performant team, reminded me of Steve Jobs’ famous quote. “A players hire A players, but B players hire C players and C players hire D players. It doesn’t take long to get to Z players. The trickle down effect causes bozo explosions in companies.” Perhaps it’s because I don’t know the exact traits of an A player and how to best look out for them, but I struggle with the A player concept. As a result, I felt that the makeup of great teams was the least convincing aspect of McCord’s book. I wondered what McCord make of some of the thinking by Andy Rachleff, a well-known VC and founder, who argues that “when a lousy team meets a great market, the market wins.”
Treat people like adults – McCord also makes the point that we should treat all employees like adults. I know this sounds obvious, but I’ve seen plenty of environments where people aren’t being treated as such. At Netflix, McCord and her colleagues got rid of a whole lot of process, and instead relied much more on people’s own good judgment. For instance, at Netflix they stopped onerous processes such as annual budget and roadmap planning. This introduces a large dose of “trust” into the mix which I believe is invaluable for any business or team.
People don’t want to be entertained at work; they want to learn – McCord’s makes a point about how employees want to learn things at work; they want to solve problems and deal with challenges. Instead of employees spending a lot of time away from their jobs for off-sites or formal training classes, McCord argues, employees benefit from truly learning on the job. She also covers the importance of all employees fully understanding how the business works; this being “the rocket fuel of high performance and lifelong learning.”
Radical honesty (1) – As mentioned above, “radical honesty” plays a key role in Netflix’ company culture. Whether it’s about telling the truth about the company (e.g. its challenges, problems, etc.) or to each other, it’s important that the truth is being shared at any given time. For example, McCord encourages people to be fully transparent about their decisions and where they went wrong.
Radical honesty (2) – The power of asking questions is another important hallmark of the Netflix culture of freedom and responsibility which McCord describes. At Netflix, people were taught to ask questions such as “how do you know that’s true?” or “can you help me understand what leads you to believe that’s true?” People thus learned first hand about what McCord refers to as “the ethic of asking”.
People have power, don’t take it away – McCord dismisses any talk of empowering people. Instead, she argues that people have power and companies shouldn’t take that power away from them. The company’s job isn’t to empower people; companies need to make sure all conditions are in place for people to exercise their power. As a business leader, McCord explains, your job is “to create great teams that do amazing work on time.” She mentions the importance of great leaders ability to spot people’s growth potential and to nurture this potential.
Build the company now that you want to be then – When recruiting people, McCord advises company to focus on future, as opposed to just hiring for the here and now. Can the people you’ve got in your team now do the job at scale? Are you going to need them to do tomorrow the same job they’re doing now? What’s your plan for them? McCord shares a “fast-forward six months forward” exercise which she uses to shape teams for the future of the company (see Fig. 2 below).

Main learning point: I can see how some of the elements that McCord describe describes in “Powerful” might not be applicable to all companies or to specific challenges that readers might be facing. However, I believe that we can all learn from the underlying mindset which McCord describes in her book; whether it’s the importance of ‘radical honesty’ or letting people exercise their power.

Fig. 1 – Core set of practices that underpinned the Netflix culture – Taken from: Patty McCord, “Powerful: Building a Culture of Freedom and Responsibility”

Open, clear and constant communication: across the entire company about the work to be done and challenges being faced.
Radical honesty: telling one another, and management, the truth in a timely fashion and ideally face to face.
Debating based on fact based opinions: at Netflix, employees are expected to have strong, fact based opinions and to debate them avidly and test them rigidly.
Customer and company first: people to base their actions on what’s best for the customer and the company, not on attempts to prove themselves right.
Preparing teams for the future: hiring managers take the lead in preparing their teams for the future by making sure they’ve got high performers with the right skills in every position.

Fig. 2 – “Fast-forward six months” exercise – Taken from: Patty McCord, “Powerful: Building a Culture of Freedom and Responsibility”

Imagine six months from now, you have the most amazing team you ever assembled and you’re saying to yourself, “Wow, those guys are awesome! I can’t believe what they’re accomplishing.”
First write down what the team will be accomplishing six months from now that it’s not accomplishing now. now. Use all the figures you want.
For those different things to be happening, what would people need to know how to do? What kind of skills and experience would it take for the team to operate the way you’re envisioning and accomplish he the things you’ll need to do in that future?

Related links for further learning:

Michael Margolis: “user research, quick and dirty” (2)

June 27, 2018August 20, 2018 marcabrahamLeave a comment

I wrote earlier about Michael Margolis’ Startup Lab workshop, in which he teaches attendees about “User research, quick and dirty”. Michael Margolis, UX Research Partner at Google Ventures covers user research topics such as user interview types and getting to the right learnings. He also offer a number of practical tips with respect to recruiting users and how to best conduct user interviews:

Recruiting users

Margolis mentions that recruiting 5 people to get feedback from is often sufficient, especially when you’re doing usability testing. He does stress that it’s worth the effort recruiting these people selectively and carefully, as this will help generate better results and avoid wasting time. Creating a simple participant screener document or survey is a good way to recruit the ‘right’ users (see an example in Fig. 1 below).

Fig. 1 – Ethnio.io screen survey example – Taken from: https://www.nngroup.com/articles/live-intercept-remote-test/

Margolis lists a number of very helpful questions to feed into your screener document, in order to engage with the right users (and exclude those that aren’t right):

Users to include

Who do you want to want to talk to?
What exact criteria will identify the people you want to talk to?
What screening questions will you ask? (questions shouldn’t reveal “right” answers)

Users to exclude

Who do you want to want to exclude?
What exact criteria will identify the people you want to excliude?
What screening questions will you ask? (questions shouldn’t reveal “right” answers)

Conducting a user interview

Fig. 2 – Arc of a typical user interview, by Michael Margolis – Taken from: https://library.gv.com/the-gv-research-sprint-finalize-schedule-and-complete-interview-guide-day-3-b8cddb8f931d

The representation of the user interview in the form of an arc, I probably found the most helpful aspect that Margolis (see Fig. 2 above). This arc really helps in structuring an interview, identifying the appropriate sequence of activities during the interview.

Main learning point: User research doesn’t have to be complicated, super time consuming or overly expensive. A huge thanks to Michael Margolis for sharing such a wealth of very useful and practical user research insights!

Related links for further learning:

As I learn …

This site is about everything digital, giving an update on new things as I learn

Category: Startups

My product management toolkit (37): product / market fit survey

Book review: The Making of a Manager by Julie Zhuo

Review: Shift

Book review: “Autonomy”

Book review: “AI Superpowers”

Book review: “Powerful”

Michael Margolis: “user research, quick and dirty” (2)