Transforming to a product led company by Josh Centner
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PageUp's transformation into a product-led company involved restructuring product development practices to enhance innovation, collaboration, and customer-centricity. Key components of the transformation included defining a product strategy, investing in team capabilities, and fostering cross-functional collaboration among sales, marketing, and development teams. The journey emphasized the importance of aligning metrics, conducting research, and iterating on product delivery to improve competitiveness and effectiveness in the market.
Transforming to a product led company by Josh Centner
- 1. Running a successful transformation to be a product led company PageUps journey to successfully implement a cutting edge approach to product development and innovation
- 2. Our new approach to product innovation The PageUp story so far What we learned along the way Agenda
- 3. PageUps Journey So Far
- 4. 360 310 260 210 160 110 60 0 2009 2012 20201997 2003 Decision made to transform product development structure and practices. In 2020 Product now a full talent management suite. Dev operating as feature teams driven by sales In 2009 Global expansion. Team specialisation as one person can no longer do & be across everything. In 2003 PageUp founded - provider of custom software solutions. Developers do everything end-to-end. In 1997 VC raise accelerates growth. Growing pains from legacy code and large product surface area. In 2012 TimelineCustomers
- 5. Key Problems External rate of change Internal rate of change Loss in competitiveness
- 6. Key Problems External rate of change Internal rate of change Loss in competitiveness
- 7. Pain points Alignment & autonomy Separation of strategy and dev Dev, sales, ops and marketing disconnect People Holding each other accountable
- 8. Pain points Managing legacy code Context switching Low user research capabilities Alignment & autonomy Separation of strategy and dev Dev, sales, ops and marketing disconnect Metrics focus People Process Holding each other accountable
- 9. Pain points Managing legacy code Context switching Low user research capabilities Alignment & autonomy Separation of strategy and dev Dev, sales, ops and marketing disconnect Metrics focus People Process Holding each other accountable Strategy Retention Lack of story Growth Not actionable
- 10. So what does a transformation look like
- 12. Transformation Components ProcessPeople Strategy Culture Team Structure Capability Uplift
- 13. Transformation Components ProcessPeople Strategy Culture Team Structure Capability Uplift Research Innovation and Experimentation Development and Launch
- 14. Transformation Components ProcessPeople Strategy Culture Team Structure Capability Uplift Investment pproach Product Strategy Research Innovation and experimentation Development and Launch
- 15. Structure
- 16. Pre-Transformation Feature Teams Feature teamFeature team Feature team Feature team Sales Requests Customer Requests Value Value
- 17. Leadership team Product Objective Team Objective Mission teams in a low complexity organisation MissionTeam MissionTeam MissionTeam MissionTeam
- 18. Leadership team Value Stream Stream Leadership MissionTeam MissionTeam MissionTeam MissionTeam Value Stream Stream Leadership MissionTeam MissionTeam MissionTeam MissionTeam Product Objective Team Objective Strategic Objective Mission Teams at Scale
- 19. Leadership team Value Stream Stream Leadership MissionTeam MissionTeam MissionTeam MissionTeam Product Objective Team Objective Strategic Objective Post Transformation Structure Product Innovation Framework }
- 20. Sales Marketing Ops & Support Cross-functional value streams All people required to deliver value are part of the team Dev Research & Design Product
- 21. Culture
- 22. Talent Acquisition Stream Values We choose to have difficult conversations and put our teams wellbeing above our own discomfort
- 23. 5 Dysfunctions of a team
- 26. Key components for capability uplift All people inc. leadership attend training Put training into action ASAP Strong coaching support Active feedback and support framework
- 28. Inspiration Ideation Empathise Define Design Experiment Specific solutionGeneral problem statement Build the right thing
- 29. Build the thing right Learn Measure Build
- 30. Find the problem worth solving Discover the solution worth investing in Validate the solution with real users Build, launch and iterate! Scope Research & Focus Test & Learn ImplementIdeate PageUp’s Product Strategy PageUp Customer Centric Innovation Process
- 31. Soft Launch DEVELOPMENTEXPERIMENTATION LAUNCH Experiment Post LaunchEarly Access Not Viable Focus on learning Viable Prioritise learning over value Viable Focus on value Not Viable Focus on learning Full Launch Access to all customers
- 33. Key principles Research led Metrics driven Collaborative & Iterative Design Development & Launch Consistent Investment focused Prioritisation Objective Inclusive
- 34. Metrics are the ultimate boss
- 35. Delivery metrics Speed Output Cost Predictability Sustainability
- 36. Product metrics Happiness Engagement Adoption Retention Task Success
- 37. Aligned business objectives to customer/user metrics Revenue Profit Ops and Sales Cost Product Dev Marketing Retention Growth Referrals Customer Satisfaction Product Innovation e.g. Automated candidate matching Task Success Completion Rate Complaints & Feedback Speed to complete LAGGING INDICATORS Clear quarterly impact LEADING INDICATORS Clear weekly impact
- 38. Investing in risk (and risk mitigation)
- 39. Two part investment strategy
- 40. Two part investment strategy Accelerate
- 41. Two part investment strategy Accelerate Enable
- 42. Product Strategy - your compelling boundaries
- 43. Under attack Our story so far Purpose of this strategy Markets and Customers Deepening our competitive advantage Strategy Components - Telling the story
- 44. PageUp Product Vision Themes Revolutionary Something It’s totally revolutionary Disruptive Something Automating something to do something special Market Something Step 1: Build the thing Step 2: ??? Step 3: Profit
- 45. Summing it up
- 46. Process Research led Metrics driven Collaborative & Iterative Strategy Investment approach Compelling story People Culture Team Structure Capability Uplift What we covered
- 47. Key lessons (what I would do better)
- 48. Have the metrics sorted before commencing a transformation
- 49. Baseline skills needed for the new world and put a comprehensive, long term coaching plan in place
- 50. Have a strong and engaging product strategy ready to go to ensure alignment and enable effective autonomy
- 51. Thank You Josh Centner - Head of Product and Delivery joshcentner