OMG Alignment

2020-02-27 424浏览

1.OMG. Alignment! C. TODD LOMBARDO — @IAMCTODD CHIEF DESIGN STRATEGIST — FRESH TILLED SOIL
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3.Dear Coworker,
4.Dear John Letter INSTRUCTIONS 1. On your own, pen a “Dear John” style letter explaining why you want to breakup with your colleagues 2. Swap letter with neighbor. 3. Read letters aloud to the group 4. Identify top 3 issues per group 10 minutes OUTPUT DEAR _________, IT’S NOT ME, IT’S YOU … SINCERELY, - DISGRUNTLED USER
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6.Common Misalignment
7.Common Misalignment ○ Unclear strategy ○ Unclear roles ○ Lack of accountability ○ ○ Groundhog day ○ Broken Promises ○ Overly incremental ○ ○
8.WTF is Alignment?
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10.ALIGNMENT ○ A concerted eﬀort to help people understand the issues and what their respective roles are ○ Asking questions and listening to feedback ○ Not consensus
11.ALIGNMENT ○ A concerted eﬀort to help people understand the issues and what their respective roles are ○ Asking questions and listening to feedback ○ Not consensus CONSENSUS ○ A group of people having input to reach a decision ○ Everyone agrees to the decision
12.ALIGNMENT ○ A concerted eﬀort to help people understand the issues and what their respective roles are ○ Asking questions and listening to feedback ○ Not consensus CONSENSUS ○ A group of people having input to reach a decision ○ Everyone agrees to the decision COLLABORATION ○ When individuals cooperate to accomplish a common goal or outcome ○ They may not agree on everything each step of the way, but they do agree on the ﬁnal outcome
13.A North Star…Have one?
14.Southeast is…?
15...aka Product Vision Mission Purpose
16.Mission, Vision, & Values The change you want to see in the world
17.COMPANY LEVEL PRODUCT LEVEL Mission, Vision, & Values The change you want to see in the world Product Vision Why your product exists in the world. The future world your product seeks to create.
18.COMPANY LEVEL PRODUCT LEVEL Mission, Vision, & Values The change you want to see in the world Product Vision Why your product exists in the world. The future world your product seeks to create. Product Strategy How your product will create value and contribute to your mission (internal + external).
19.COMPANY LEVEL PRODUCT LEVEL Mission, Vision, & Values The change you want to see in the world Product Vision Why your product exists in the world. The future world your product seeks to create. Product Strategy How your product will create value and contribute to your mission (internal + external). Problems/Needs What you need to solve for in order for your product to be valuable. Execution What you will build that solves for these needs.
20.COMPANY LEVEL PRODUCT LEVEL Mission, Vision, & Values The change you want to see in the world Why? Product Vision Why your product exists in the world. The future world your product seeks to create. Product Strategy How your product will create value and contribute to your mission (internal + external). Problems/Needs What you need to solve for in order for your product to be valuable. Execution What you will build that solves for these needs.
21.COMPANY LEVEL PRODUCT LEVEL Mission, Vision, & Values The change you want to see in the world Why? Product Vision Why your product exists in the world. The future world your product seeks to create. Product Strategy How your product will create value and contribute to your mission (internal + external). Problems/Needs What you need to solve for in order for your product to be valuable. Execution What you will build that solves for these needs. How?
22.COMPANY LEVEL PRODUCT LEVEL Mission, Vision, & Values The change you want to see in the world Why? Product Vision Why your product exists in the world. The future world your product seeks to create. Product Strategy How your product will create value and contribute to your mission (internal + external). Problems/Needs What you need to solve for in order for your product to be valuable. Execution What you will build that solves for these needs. How? What?
23.TO ORGANIZE ALL OF THE DATA IN THE WORLD AND MAKE IT ACCESSIBLE FOR EVERYONE IN A USEFUL WAY
24.TO ORGANIZE ALL OF THE DATA IN THE WORLD AND MAKE IT ACCESSIBLE FOR EVERYONE IN A USEFUL WAY TO PROVIDE A FAST, SIMPLE, AND SECURE BROWSER FOR EVERYONE TO EXPERIENCE THE MODERN WEB.
25.TO ORGANIZE ALL OF THE DATA IN THE WORLD AND MAKE IT ACCESSIBLE FOR EVERYONE IN A USEFUL WAY TO PROVIDE A FAST, SIMPLE, AND SECURE BROWSER FOR EVERYONE TO EXPERIENCE THE MODERN WEB. TO GIVE EVERYONE A VOICE AND SHOW THEM THE WORLD.
26.TO ORGANIZE ALL OF THE DATA IN THE WORLD AND MAKE IT ACCESSIBLE FOR EVERYONE IN A USEFUL WAY TO PROVIDE A FAST, SIMPLE, AND SECURE BROWSER FOR EVERYONE TO EXPERIENCE THE MODERN WEB. TO GIVE EVERYONE A VOICE AND SHOW THEM THE WORLD. HELPS PEOPLE AROUND THE GLOBE ENJOY GREATER ACCESS TO INFORMATION AND OPPORTUNITY THAN EVER BEFORE.
27.SpaceX Example
28.SpaceX ExampleMission:Make going to Mars a reality in this lifetime.
29.SpaceX ExampleMission:Make going to Mars a reality in this lifetime. ProductVision:Create a high eﬃciency, low cost space travel vehicle that can carry passengers to Mars.
30.SpaceX ExampleMission:Make going to Mars a reality in this lifetime. ProductVision:Create a high eﬃciency, low cost space travel vehicle that can carry passengers to Mars.Objective:reduce the cost of space travel to what an average American family can aﬀord.
31.SpaceX ExampleMission:Make going to Mars a reality in this lifetime. ProductVision:Create a high eﬃciency, low cost space travel vehicle that can carry passengers to Mars.Objective:reduce the cost of space travel to what an average American family can aﬀord. KeyResult:Get cost to travel to Mars under $200,000.
32.Alignment Across… What?
33.Product Core Product Owner Design Engineering Research Customer Support Product Marketing Production Executives Sales Marketing & PR Operations Finance Human Resources Customers Users Vendors Partners
34.HIGH LEVEL C-LEVEL, EXECUTIVES SALES & MARKETING PRODUCT MARKETING CUSTOMER SUPPORT Product Core DEV OPS DETAILED INTERNALSource:Jana Bastow GENERAL PUBLIC TRUSTED CUSTOMERS PARTNERS EXTERNAL
35.Shuttle Diplomacy Individually meet with all stakeholders to come to decisions that involves compromise and trade-oﬀs.Trust:Build trust and rapport with each of these stakeholdersPolitics:Get exposure to key, or even hidden, politicsAuthorship:Opportunity for early input means they have authorship too
36.1 to 1
37.1 to 1 Group
38.G.R.O.W FRAMEWORK FOR 1:1
39.GOALS REALITY ○ Desired outcomes for next ## months ○ Why do they have those objectives? ○ How are they measured in reaching those objectives ○ What is currently in their plate? OPTIONS ○ What do they think needs to be on the roadmap? ○ How do those reach their objectives? WAY- ○ Which of their product priorities for the next ## months are they in agreement with FORWARD ○ What works best for them?
40.GOALS REALITY OPTIONS WAYFORWARD
41.Negotiating Changes
42.Unplanned Change The “iron triangle”: what lever will you pull to make the proper adjustments? Schedule Scope INVERSE Quality Resources
43.Unplanned Change The “iron triangle”: what lever will you pull to make the proper adjustments? Schedule Scope INVERSE Quality Resources
44.Unplanned Change The “iron triangle”: what lever will you pull to make the proper adjustments? Schedule Scope INVERSE Quality Resources
45.Light. Cheap. Fast. Pick two. KEITH BONTRAGER FOUNDER, BICYCLE PRODUCT MANUFACTURER
46.productroadmapping.com ctodd@freshtilledsoil.com