Uploaded byEmiliano Soldi
Bridging the Gap: How to Empathize with Business…and, in the meanwhile, create the Right Products!
The document discusses how to effectively empathize with business stakeholders in product development, emphasizing the importance of storytelling and understanding customer needs. It highlights the experiences of Jane, a product owner, and Toyota's chief engineer, Yuji Yokoya, who gained insights by engaging directly with users. Techniques such as impact mapping and user story mapping are suggested to enhance collaboration and align business objectives with product development efforts.
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Bridging the Gap: How to Empathize with Business…and, in the meanwhile, create the Right Products!
- 1. BRIDGING THE GAP HOWTO EMPATHIZE WITH BUSINESS… AND, IN THE MEANWHILE, CREATE THE RIGHT PRODUCTS! #ABD18 @AgileTriathlete #BridgingGap
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- 3. 3IT WAS NOTTHAT SIMPLE!
- 4. …ACTUALLY WE ARESTILL STRUGGLING, ISN'T IT?
- 5. WHAT ABOUT WHENYOU PUT INTO PLAY IT / PROXY / TECHNICAL PRODUCT OWNERS?
- 6. …OR THAT TIMEWHEN BUSINESS SAID: "SHOULD I SPEND MY TIME HANGING POST-ITS?"
- 7. UHM…THE SAME, OLD,STORY
- 8. WHAT ARE WESTILL MISSING?
- 9. 9 WELL, I HAVETO ADMIT. I ASKED FOR HELP, TO A DEAR FRIEND OF MINE
- 10. Jane - TheProduct Owner The Product Owner is responsible for maximizing the value of the product, resulting from the work of the Development Team, in order to deliver the highest possible advantage to the business. AGE JOB FAMILY EDUCATION 31 Software Enginering Product Owner Married, no children AGILE MINDSET COMMUNICATION TEAM BUILDING BUSINESS ACUMEN LEADERSHIP Jane is a Product Manager for Acme Corporation, a marketing technology firm. After her degree in Software Engineering she started to work in Acme as a Product Owner for many years, leading the development of many successful product. BIO GOALS FRUSTRATIONS • Define the "Why" • Manage Product Backlog • Drive the Dev Team • Stakeholders Convergence • Scope Negotiation • Too little time with Team Agile Passionate Open and Enthusiast Empowered Decisive Great Communicator KEY ATTITUDES "The more I listen, the more I ask, the better I tell and the greater the products my team builds" NAME Jane
- 11. 11 EHI, JANE!! HOW CANWE BE MORE EFFECTIVE IN ENGAGING BUSINESS AND DELIVER BETTER PRODUCTS?
- 12. STORYTELLING Tell them astory. Their story. If you won't be able to tell the story of your organization and products, someone else will do. And it could not be the right story.
- 13. HEY?! MAY I TELLYOU A STORY?
- 14. JerryKaplan Samuel Jerrold "Jerry"Kaplan (born March 25, 1952) is an American computer scientist, author, futurist, and serial entrepreneur. He is best known as a pioneer in the field of pen computing and tablet computers. He is the founder of numerous companies, including GO Corporation, OnSale, Teknowledge Inc., Winster.com. S U C C E S IMPLE NEXPECTED ONCRETE REDIBLE MOTIONAL TORIES "Gentlemen, here is a model of the next step in the computer revolution"
- 15. 15 STORIES ARE BRIDGESTO THE FUTURE
- 16. All huge achievementsof humankind have been based not on individual skills, but on the ability to cooperate, flexibly, in very large numbers " " Yuval Noah Harari is born 24 February 1976. is an Israeli historian and a tenured professor in the Department of History at the Hebrew University of Jerusalem. He is the author of the international bestsellers Sapiens: A Brief History of Humankind (2014) and Homo Deus: A Brief History of Tomorrow (2016). His writings examine free will, consciousness and intelligence.
- 17. …WAIT,WAIT, I AM NOTDONE. IT'S NOT ENOUGH
- 18. 18 “Perceive and interpretpeople behaviors and motivations. They often can’t articulate these things, explicitly. Observe users and their behaviors in context to identify patterns, by listening, asking questions, and challenge underlying assumptions.” EMPATHY Understanding emerges
- 19. In 2001, Toyotadecided to work and develop the 2004 Sienna model, a major redesign of its previous version, which did not bring the expected results. The chief engineer job was assigned to Yuji Yokoya. He had seen various parts of North America, but not specifically with the eyes of a chief engineer, developing a vehicle for North America. He felt he did not really understand the North American market, consumers and final users of such a kind of vehicles. Other managers may have hit mainly the books on marketing data. Yokoya, instead, asked his director to be permitted to make a trip: TOYOTA 2004 SIENNA "I want to drive all 50 states and all 13 provinces and territories in Canada and all parts of Mexico, see and talk with drivers who use those kinds of cars” SEE AMERICA, UNDERSTAND AMERICA, THEN DESIGN FOR AMERICA
- 20. YOKOYA’S 53,000 MILESTRIP THROUGH AMERICA https://www.forbes.com/forbes/2003/0217/056a.html#82d0f1d75d66 He drove the old Sienna and others minivans 53,000 miles through every state in the U.S., every province in Canada and every state in Mexico. His goal was to make the experience customers had, find out what was wrong and fix it definitely. “The parents and grandparents may own the minivan, but it’s the kids who rule it. It’s the kids who occupy the rear two-thirds of the vehicle, and are the most appreciative of their environment.” Finally, he decided that the new Sienna would have to be a minivan that families, and especially kids, could live in for extended periods of time.
- 21. STEPPING IN CUSTOMERS'SHOES, THEIR ENVIRONMENT, SPACE AND EXPERIENCE. NOW, WALK WITH THEM FOR SOME MILES! DO THEY HURT YOU?
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- 23. 23 EMPATHY MAP WHY NOTUSING IT TO EXPLORE YOUR AUDIENCE?
- 24. GIVE LIFE TOYOUR USERS! PERSONA EXAMPLE TEMPLATE Hey, did you call me?
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- 26. Simple and effectivemethod for collaborative strategic planning. Engage senior management and technical experts to create a shared understanding of high level scope and related deliverables, from a business perspective. IMPACT MAPPING • Better plans and roadmaps ensuring alignment between parties. • Clearly communication of business objectives and underlying assumptions, helping teams understand how to reach the former validating the latter. • Reducing waste by preventing scope creep and over-engineered solutions. • Better focus on delivery, understanding impacts on deliverables. • It enhances collaboration by creating a joint big-picture view.
- 27. Why are wedoing this? What are the business objectives? Why is so strategic? Who can produce the desired effect? Who can obstruct it? Who are the consumers? Who will be impacted by it? How their behaviours should change? How can they help achieving the goal? How can they prevent from succeeding? How can we support the required impacts? What actions or decisions we shall make? How can we influence ohter's action? WHY WHO HOW WHAT IMPACT MAPPING – BUILDING THE MAP Reach 500K Players at our online game Players Internal Advertiser Inviting Friends Recommending Posting Semi-automatic Invites Promoting Incentives Other Products ….. ….. Credits Badges AS A PLAYER I WANT TO INVITE FRIENDS SO THAT I CAN GAIN CREDITS
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- 30. User Story Mappingis a simple yet powerful idea. Just talking about user’s journey through your product, helps build a simple model that tells everyone the “user’s story”, as you go. This turns out this simple idea, as a very effective way in seeing the big picture, creating backlog items, speculating about releases. 30 USER STORY MAPPING Organize user stories into a map that communicates experience. Walk the story
- 31. USER STORY MAPPING– BUILDING THE MAP 1. TELL & FRAME 2. UNDERSTAND & MAP 3. DISCUSS & EXPLORE 4. DEFINE RELEASE STRATEGY 5. DEFINE MVP STRATEGY The Journey
- 32. 32 © Jeff Patton,all rights reserved, www.AgileProductDesign.com 1. FRAME 2. MAP THE BIG PICTURE 3. EXPLORE 4. SLICE OUT VIABLE RELEASES 5. SLICE OUT DEV STRATEGY Activities (Capabilities) Task (Features) Sub-Tasks (User Stories) User Actors previously identified to tell her/his story doing something, to reach a goal. Activities organize tasks done by similar people at similar times to reach a goal. User’s tasks are short verb phrases that are the basic building block of a map. Tasks are broken down in sub items, alternative items, exceptions. Time Process Users The big story of the product must be told by starting with the major activities done by the most important users, following the timeline from left to right Use a tape line to identify slices of tasks that users might use to reach their goals. The smaller the slice that allow your specific target users to reach their goal, the better: that one is a MVP (Minum Valuable Product). USER STORY MAPPING – FUNDAMENTAL ITEMS Identify the WHYs, WHATs, WHOs, of the Product you are going to develop. Tell the whole story, form the backbone of your map, by telling about the main users and related activities. Fill the body of your story map by breaking down larger user tasks into smaller subtasks: split, assemble, rewrite, reorganize them. Slice your map into incremental releases of your product, which span the users and use of the product itself. Think on how to realize each release, by arranging the development phase into iterations.
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- 34. LEARN AND IMPROVE YOUR STORYTELLINGSKILLS THROUGH STORY CUBES
- 35. Part of ourjob is to tell stories, the right stories, by provoking an emotional reaction. The best way is to exhibit some emotion yourself, heading towards people’s natural sense of empathy.
- 36. 36 “Thank you Jane”! Thankyou! #ABD18 @AgileTriathlete #BridgingGap Emiliano Soldi