1. Product Management
When it comes to building products, there is so much emphasis on business goals and user needs that we forget about people who actually build the product.
OKRs recognise employee goals (like learning new things and working on areas of interest) and provides a model to satisfy employee goals as well as company goals.
OKRs help companies create a shared understanding of their mission and show how each individual contributes. I am really having trouble to cut it here but I have to. Otherwise this is going to be an OKRs only issue :) Just read it.
To me, the way Spotify marries Lean and Agile is the epitome of product design and management. Simply put, Agile answers how to build products and Lean answers what to build. (And OKRs ensure we know the Why) If we know what to build and how and why to build it then there is not much to discuss but to get the job done. (I hear you thinking “timing is important too”. Yes, it is. And it is embedded in How part of it.)
McClure’s model (also called Pirate Metrics) is a universal model to track customer life cycle. AARRR reminds us that product design isn’t only about designing new, big products but also optimising and what we currently have and thus growing. From marketing to customer support, there is a lot to optimise before building any thing new to so that we grow. AARRR bases it all on customer life cycle. This is a very human centered approach, I’d say. Additionally, I like how it considers metrics beyond conversion by considering referrals which fuels growth.
Kano Model provides a universal feature segmentation and prioritisation model. It brilliantly illustrates how users perceive features. When we couple Kano Model with a Value vs. Cost matrix then it’s (almost) the ultimate prioritisation method. Additionally, Pareto Principle and Occam’s Razor are very helpful when it comes to decision making.
I like DMMM because unlike popular marketing methods, it doesn’t put tactics at the core. Instead, Kaushik’s model maps marketing efforts directly to business goals and the very reason the business exists. Implicitly, it drives marketers to think more about user needs and context. Thus, it provides a common ground for marketers and product people to think about the business.