Product Momentum Podcast

We product leaders work to solve problems that are fundamentally human, explains Tatyana Mamut. They are by the people, with the people, and for the people. Applying a human-centered mindset is key to creating value for our customers and our teams. An anthropologist by training, Tatyana Mamut, Senior VP of New Products at Pendo, brings her unique perspective to how product people work to understand and relate to the customers and their real-life experience. In addition to anthropology, Tatyana has experience in design, entrepreneurship, advertising, and product innovation. “The key to building good products is understanding that customers are humans,” she explains. “They are not a market. They are not abstract. Customers are people.” When we solve problems for real people, they become evangelists for our product – every product person’s dream. The human experience cannot be captured in a dashboard or PowerPoint presentation, she adds. Only when product leaders immerse ourselves into our customers’ real-life environment can we bring their “life-world” onto our teams. Catch this entire episode of the Product Momentum Podcast to hear Tatyana describe the product leader’s number one challenge, and learn why sharing the broad context that only we have as product leaders is part of its solution. The post 77 / Building Human Solutions for Human Problems appeared first on ITX Corp..

Jay Haynes, founder and CEO of thrv.com, guests on this episode of the Product Momentum Podcast. He and Paul discuss market disruption and the role Jobs-To-Be-Done plays in assessing the risks and optimizing the benefits. Jay learned all about the phenomenon of disruption from the late Clay Christensen; it’s what happens when market leaders become so focused on pleasing their most profitable customers that they overlook the needs of their other segments. We product managers find it tempting to measure our progress based on what we want our products to do rather than on what customers want to get done. Just ask product leaders at Blackberry and Kodak. Resisting the temptation requires fortitude and takes a lot of work, Jay says. But it’s worth the investment. “You have to change an organization’s culture that is product-focused into a culture that is customer-focused,” he adds. That’s a mental leap many are reluctant to take, as it calls for commitment to a vision and leadership to initiate and sustain the transformation. It takes time to realize that the risk of doing nothing is greater than the risk of self-disruption. What type of risk analysis is required to move from the current state of your product to what it could be? Jay explains: “If it’s obvious your product could be better (and every product in the world could be better), you can then go and communicate, ‘We’ve got to avoid this risk.’” Listen in as Jay Haynes explains how to get your organization’s self-disruption plan headed in the right direction and happening faster. The post 76 / JTBD and the Benefits of Self-Disruption appeared first on ITX Corp..

In this final episode of our 3-part series on Self-Determination Theory, Scott Rigby, Ph.D. discusses Relatedness – “the experience of belonging or connection between people.” As product leaders, we feel the power of that connection when a customer says, “Wow, it’s like the people who designed this app were thinking about me when they built it.” Scott ties the three episodes together here, describing what happens when the fundamental human needs of autonomy, competence, and relatedness are simultaneously met. Quite literally, we create a psychologically safe environment where the art of caring abounds. And where the needs of the business are tended to as well. “I understand we all have business objectives,” Scott cautions, “and that there’s a fundamental nature to how businesses and employees interact.” The good news, he adds, is that one does not stand in opposition to the other. “The key is to demonstrate care for employees and customers for their own sake, not so we can get more out of them,” Scott offers. “As a customer or employee, we’re blown away when a person or a company has put our needs ahead of their own.” We feel the connection; it’s like we belong. Listen in to hear more from Scott about strategies to build relatedness on your teams, how emotional metrics can be measured, and more. Liked this episode? Check out the first two from the series with Scott Rigby on Autonomy and Competence. The post 75 / Relatedness: The Catalyst for Care and Creativity appeared first on ITX Corp..

Among the many lessons Shopify’s Mamuna Oladipo has learned in her career is that communicating a product vision isn’t a “one-and-done” exercise. Working with such diverse audiences requires product leaders to create a narrative around the vision and communicate it multiple times, in different ways. Not everyone, she explains, digests information in the same way or at the same pace. In this episode of the Product Momentum Podcast, Mamuna Oladipo joins Sean and Paul to share her vast experience leading product teams across a broad range of industries. Currently VP of Product at Shopify, Mamuna’s experience includes service at Kickstarter, SeamlessDocs, and The Orchard, a division of Sony Music. “A product leader’s view of the world is a lot better than their teammates’,” she says. “They can’t always see what we see. So our job is to help them get up there as efficiently as possible. We do that by ‘scaling trust’,” which is a sort of shorthand for deepening team cohesion, understanding customers’ needs, and thinking holistically about our product. It’s a significant investment, Mamuna adds, but it’s critical to communicating product vision and delivering value to your users. Check out our pod conversation with Mamuna, and catch more of her insights – Product work is people work. Spend time with the people who use your product and who build your product. Change is going to happen. Learn to embrace it so you can minimize its impact on your team. Words matter. Adapt your vocabulary – and your approach – to communicate the product narrative to diverse audiences. The post 74 / Crafting A Product Vision Begins With ‘Scaling Trust’ appeared first on ITX Corp..

Scott Rigby, Ph.D. joins Sean and Paul for the second in a three-part series on Self-Determination Theory – specifically, the basic human needs of Autonomy, Competence, and Relatedness. In this episode, our conversation centers around Competence: the need to be effective and successful at what we’re doing. It doesn’t come easily, or immediately; rather, it’s part of a continuum that develops over time through a series of stages. As product managers, we can think of these stages as a ramp, or an evolution, that begins with “understanding the schema” – i.e., the rules of the game. Schema frames the question, what can I do inside this experience? As learning occurs, competence deepens. And users gain comfort in knowing they possess the ability to be successful. This efficacy leads to skill – that is, a sense that not only can I accomplish this task; but I’m really good at it. Efficacy and skill form the foundation upon which we build a sense of growth in pursuit of mastery –  the sense that I’ve reached a level of competence where I can create new ways of using this application or interacting in this environment, or I can be training others. Catch more of our conversation with Scott Rigby, and learn to apply the Competence Ramp in building successful user experiences through your products. And be sure to tune in to part 3 of our conversation on Self-Determination Theory – Relatedness. The post 73 / The Competence Ramp: From Efficacy to Mastery appeared first on ITX Corp..

As product leaders, we’re rarely hired to build a product from scratch. Unless, of course, you’re the founder. Much of the time we’re handed our predecessor’s backlog with little guidance – other than, perhaps, “Here, help us with this.” And with that, you’re faced with a decision to make, as introduced by Janna Bastow: press forward, predictably and safely, in a project-led mindset. Or change tack, introducing the thrill of possibility and risk into a product-led process. In this episode of the Product Momentum Podcast Sean and Paul are joined by Janna Bastow, co-founder of ProdPad, ProductTank, and Mind the Product. Janna discusses the tension within organizations between the predictability that shareholders long for, and the uncertain sprint-to-sprint existence of the product manager. “The people who are investing in your company are watching your stocks,” Janna says. “They want predictability at that level. They don’t care about the individual product features and, you know, agile vs. waterfall vs. whatever else. To them, Agile is just a means to the end.” But for product managers, predictability is often just as risky as innovation. To us, Agile helps us run our experiments we need – some of which lead to innovation. It’s not reasonable to expect us to know what the results of these experiment are, though. Janna suggests that product leaders should work with management to carve out the freedom and budget to find the right balance between predictability and possibility. The post 72 / The Product Leader’s Dilemma: Balancing Possibility, Predictability appeared first on ITX Corp..

Connecting the dots between theory and application is rarely an easy task. It’s made a bit easier, though, when the theory goes to the heart of human existence: we want – no, we need – to be the authors of our own narrative. And that narrative must be something that we endorse and take ownership of. In other words, humans need Autonomy. In this episode of the Product Momentum Podcast, Scott Rigby, Ph.D. joins Sean and Paul for the first in a three-part series discussing Self-Determination Theory – specifically, the basic human needs of Autonomy, Competence, and Relatedness. This episode focuses on Autonomy, with future episodes addressing Relatedness and Competence. Autonomy, Scott shares, is not the freedom do whatever we want to do. “Autonomy is this idea of endorsement…that even within the structure of an organization, even when there are assigned goals and objectives, I can still endorse what I am doing – that I’m on board.” And that’s a very important concept for product managers to embrace, particularly within the context of assembling and motivating product teams to create complex technical software. We need our teams to endorse the role they play in translating shared goals into reality as we bring together multiple disciplines to meet the needs of our users. “There’s a lot of structure there,” Scott Rigby adds. “So we can’t define autonomy as freedom and expect to get the job done. When we create that optimal balance of structure with our team’s self-expression, we create the space for them to innovate and to solve challenging problems for their users.” The post 71 / From Autonomy to Innovation appeared first on ITX Corp..

What if there were a way to know that your product was going to win in the marketplace – and to know it even before you begin development? In this episode of the Product Momentum Podcast, Tony Ulwick – CEO of Strategyn and “father of the Jobs To Be Done framework” – joins Sean and Kyle Psaty, ITX’s VP of Marketing, to talk all things Jobs To Be Done (JTBD). Tony walks us along the process of innovation through the JTBD lens, offering a systematic way to deliver an innovative solution with every product release. Innovation, Tony says, is “coming up with a solution that addresses unmet needs.” When you talk to users, he adds, you’re better able to identify and address their needs. Then you can segment them to make sure you’re providing the right solutions to the right people. “Innovation doesn’t have to be a guessing game,” Tony Ulwick says. “Once we have those inputs, we have the necessary insights to make innovation predictable.” Listen in to catch all of Tony’s insights, including his thoughts on: When iteration is useful and when it is not Different types of jobs that products can accomplish (Jobs To Be Done) Other elements necessary for success Register now for Strategyn’s next webinar on Thursday, October 21, @1:30 pm ET. Tony hosts Sean to discuss how empowered teams unite behind a shared product vision. The post 70 / Making Innovation Predictable appeared first on ITX Corp..

Achieving product vision isn’t just about where we’re going, it’s also about where we begin the journey. A clear vision should also provide a path toward resolution of problems when they arise, Esther Derby says. Product teams should find their vision aspirational, yet relatable to their work and their values as humans. In this episode of the Product Momentum Podcast, Esther Derby joins Sean and ITX Innovation Lead Roberta Oare to discuss the leadership principles Esther has discovered in her career. Simple, but often overlooked, these principles help product leaders navigate the environment in which we work: how we define vision, the interpersonal dynamics on and between teams, and how we apply these principles to achieve sustainable transformation. Examining our environment is especially useful for product people, Esther adds. “Talk about how things emerge and what conditions are present that will allow for something to take hold and take off. How do we create the conditions that allow us to align deeply with our customers? What are the conditions that currently exist for them? How can we shift those conditions to allow our product to become an integral part of their lives?” Catch our entire conversation to hear Esther explain why – Working on teams is messy. Traditional job descriptions are not as well defined as we think. Organizational structures and incentives get in the way of inter-team cooperation. Working toward your vision is like planting a forest. The post 69 / Take Small Steps To Achieve Product Vision appeared first on ITX Corp..

For people who love their work as much as UX designers do, it can be easy to get “lost in the sauce,” tackling projects for the love of the craft as opposed to applying your craft to solving complex problems for the benefit of others. Scott Berkun describes how design thinking helps keep us centered on our customers’ needs. In this episode of the Product Momentum Podcast, Sean is joined by co-host Brian Loughner, a talented interaction designer at ITX, and guest Scott Berkun. For years, Scott has been a leader in the UX design space, having worked as an interaction designer and project manager at Microsoft and WordPress. Scott, Sean, and Brian tackle design-related concepts in this thought-provoking episode. Among them is a discussion centered around design thinking. Design thinking presents a double-edged sword, Scott says. On the one hand, it helps us understand what design is and designers do. But on the other, it tends to oversimplify and trivialize an extremely challenging role that requires immense talent and experience to perform well. What’s also cool about this pod is the way Scott takes time to examine some of the words we use in our space. Important, meaty words like design maturity, externalization, co-design, and design theatre among others. Trust and integrity play a role too, helping us understand the optimal environment for effective design. The post 68 / Design Thinking’s Double-Edged Sword appeared first on ITX Corp..