Title: A Product Managers Guide to Influence without Authority. Presented at Leading the Product 2017 - Melbourne

1. Leading The Product 2017
Speaker Slides
Melbourne, Australia
Ken Chin
SEEK
For more information go to
www.leadingtheproduct.com

2. Influence
A Product Managers Guide
Kenneth Chin
Chief Product Officer
SEEK Asia

3. F r u s t r a t i o n
3

6. Influence
A Product Managers Guide
Kenneth Chin
Chief Product Officer
SEEK Asia
⌵

7. S e t t i n g u p t e a m s f o r s u c c e s s

8. 8
Personal Influence

9. 9
Strategic Influence
Structural Influence

10. 10
Strategic Influence
How Design Can Influence Strategy

11. F r u s t r a t i o n
11

12. Customer Led vs Business Led
Design teams Strategy teams
Start-ups Enterprise
Customer Problem Growth / Defensibility
Ethnographic Research Data / Trends
12

13. Customer Led vs Business Led
Design teams Strategy teams
Start-ups Enterprise
Customer Problem Growth / Defensibility
Ethnographic Research Data / Trends
Empathy Analytical
13

14. Customer vs Business Value
CustomerValue
Business Value
High
Low
Low High
Struggle to
Monetize
Successful
Products
Avoid
Struggle
to Scale
✓?
✗ ?

15. Design is a Spectrum
15

16. Lean Canvas
Strategic Design
Customer Discovery
• Who is the customer
• What are their needs
• What is our value
proposition
• Possible Solutions
16

17. Strategic Design Frames Product Strategy
“Are we solving the right customer problem in the first place?”
17

18. Don’t fight it. Don’t expect them to know
18

19. Jobs to Be Done
A tool for reframing strategic design as a core element
of strategy
19

20. Customer vs Business Value
CustomerValue
Business Value
High
Low
Low High
Struggle to
Monetize
Successful
Products
Avoid
Struggle
to Scale
✓?
✗ ?

21. Jobs to Be Done
Why is it effective?
21
Customer
Focus
Strategy Designing
Customer
Value
Proposition
Is Strategic

22. Jobs to Be Done
Introducing it to the organisation
22

23. Strategic Influence
An ongoing journey
23

24. 24
Structural
Influence
Providing a structure and
framework in which product
decisions are made

25. 25
SEEK Asia
Hong Kong, Vietnam, Thailand, Philippines, Malaysia, Singapore & Indonesia

26. First Restructure
Initiative Teams
26

27. Second Restructure
Fixed Capacity Model
• Constrain WIP
• Fixed number of teams
• Standard size teams
• Domain & Initiative teams
Enterprise Backlog
• Force trade-off decisions
• Agile Portfolio Planning
• Collaborative but CPO has final call
Flow the work through the teams,
Instead of assigning teams to the work

28. How did we implement
Leadership
• Very little objection to a clear plan with defined benefits
• Restructuring the Product Delivery Group was within our remit
Execution
• Transition to new structure by location over 9-10 months
• Co-ordinated across the Product Delivery Leadership team
• Defining the domains with the teams was the most difficult part
28

29. SEEK Asia Team Structure
16 Product Delivery Teams
Candidate Hirer Initiative Platform
4 Teams 3 Teams 6 Teams 3 Teams
Candidate & Hirer domain teams optimise the customer experience, have
clear KPI’s & metrics & manage their own backlog
Initiative teams burn down on the Enterprise Backlog. Generally they are
implementing larger initiatives that could span across domains

30. SEEK Asia Enterprise Backlog FY2018
# Initiative Description Objective Customer Value* Business Value* Estimated Effort** Status^
1
2
3
4
5
6
7
8
9
10
11
12

31. S e t t i n g u p t e a m s f o r s u c c e s s

32. 32