Product Owners need Super Powers to unlock the creative potential to innovate in the context of their organisation. The #PoDojo is the place to get your level up.

1. Product
Owner
Stefan Haas
MIX-IT Lyon 2014

2. Daydreaming?
Feedback?
Share what you
think: #PoDojo
@podojo
@haaslab

8. How far is the
distance between
Product Owner and
Customer in your
organization?

12. • Where do the ideas come from?
• What is the problem?
• Who is the customer?
• What do they need?
• Why Why Why Why Why …
Customer

13. Design Thinking
Divergent
Convergent
Creative, team based approach to finding innovative solutions to peoples problems
Iterations/Phases
https://dschool.stanford.edu/

19. https://www.facebook.com/photo.php?v=10202344131709921&set=vb.168409656616078&type=2&theater

20. Where do new
ideas in your
organization
come from?

21. • Intuition, creativity and critical thinking
• Empathy: get into your customers head
• Get an outside view
• Work visual, think with your hands
• Experiment and collaborate as a team
• Prototype on all levels of exploration

22. http://steveblank.com/category/customer-development/

23. 23http://www.businessmodelgeneration.com/

25. When pivoting
beware of the
J-Curve

26. https://plus.google.com/b/108112245885186163904/+Podojo/posts

27. How do you know
you are creating
value for your
customers?

28. • Become passionate about a problem - not
a solution
• Go outside of the building
• Challenge your assumptions
• Beware of narcism and ego fooling you
• Curiosity and Focus

29. Product Team

30. 30
Agile and lean approaches of making
products increase Complexity
here
To match complexity there

31. Teams are complex adaptive systems

33. Teams happen

34. Team == Product

35. Products happen

37. For a finite-size system
to persist in time (to
live), it must evolve in
such a way that it
provides easier access to
the imposed currents
that flow through it.
CONSTRUCTAL LAW
http://constructal.org/
Adrian Bejan, 1996

38. The constructal law is a first
principle of physics that accounts
for all design and evolution in
nature. It holds that shape and
structure arises to facilitate flow.
The designs that arise
spontaneously in nature reflect this
tendency: they allow entities to
flow more easily – to measurably
move more current farther and
faster for less unit of useful
energy consumed.

39. https://www.youtube.com/watch?v=0--25tk7zdQ

40. How do you help
your team to keep
focus?

41. • Frame the problem
• Pitch and co-create a shared vision
• Servant leadership and line of respect
• Address complexity w/ complexity
• Shorten feedback cycles

42. Organisation

43. Most Product Owners live not in Startups but in
“permanent organisations designed to execute a
repeatable, scalable business model …”
http://steveblank.com/2014/03/04/why-companies-are-not-startups/

44. How much does the “repeatable, scalable business
model” depend on delivering something NEW to
the customers?

45. “Corporations that want to build continuous innovation
realize that innovation happens not by exception but as
integral to all parts of the corporation.”
http://steveblank.com/2014/03/04/why-companies-are-not-startups/
Steve Blank, March 2014

46. I couldn’t even get my own teenage
daughter to look at Google+ twice,
“social isn’t a product,” she told me
after I gave her a demo, “social is
people and the people are on
Facebook.”
http://blogs.msdn.com/b/jw_on_tech/archive/2012/03/13/why-i-left-google.aspx
James Whittaker, 2012

47. Google may be too serious
a company for the social
trivia of Facebook
http://www.forbes.com/sites/stevedenning/2011/07/06/google-rethink-your-mission-part-2-google/
Steve Denning, 2011

48. Get Upstairs in the
Building.
http://steveblank.com/2014/03/26/why-internal-ventures-are-different-from-external-startups
Steve Blank, March 2014

49. Become a culture
hacker:
@bizculturehacks

50. Charlie
Todd:
The
shared
experience
of
absurdity,
TED,
2011,
h=ps://www.ted.com/talks/charlie_todd_the_shared_experience_of_absurdity

51. podojo.com
bizculturehackers.com
fb.com/podojo
plus.google.com/+Podojo
@podojo
@haaslab