I also like simple things, or better said, I like to streamline things as much as I can. The more I consider Lean Analytics, which Alistair and I composed 3 years earlier, the more I understand that the crucial message of the book is this: information has to do with simplification and communication. I do not know if we got that across highly enough in the book, however thats why we blog, to adjust and progress our concepts on numerous topics.
The conference is wonderful for individuals interested in information (e.g. information experts, scientists, item managers, and so on) Having said that, Im not a data scientist. I do not spend the bulk of my time saving, arranging and sorting through information.
So in getting ready for my presentation at CrunchConf, I asked myself, “How do I take what I learn about item management and data, and communicate that effectively and just to an audience of data specialists, without looking like a jackass?”
And this is what I developed. (You can be the judge.) Theres no soundtrack here, and really few words on the slides, but ideally the presentation itself is valuable.
Here are the key messages I was intending to get throughout:
Data is an essential input and filter into the product advancement procedure. See slides 39-41. Data is a key input that gives us ideas on what to develop. Youll understand how this works if youre using data at all. But information is also a filter to balance against the other inputs into the procedure, most of which are qualitative in nature. Information is both a filter and an input. Youll see in Slide 40, Ive put “data” as a circle Build->> Measure->> Learn. Im not a visualization wizard, however the point I was trying to make clear is that its ever-present and essential for helping to make great choices.
I believe this is a crucial lesson for information scientists and experts who might discover themselves lost in the data. If you cant interact the data effectively, no one will provide a shit. If we desire data to be used successfully as an input and filter into the product management/development process, then its on us to make the information simple for individuals to comprehend.
Information is intricate, but how we interact it doesnt need to be.
You cant disregard qualitative data. Qualitative information is the unrecognized hero of the majority of item decisions. If you lean too far to utilizing your gut, without real information, you run the danger of being blindsided by your own predispositions; but if you ignore your gut entirely, youll draw the magic out of the item building procedure.
The title slide of the discussion has the words “Data + Guts” on it, since I genuinely think you require a mix of both to construct terrific items. You cant win with one of them alone. And the secret, considering that many people/companies rely too greatly on their guts today (or the voice of the HiPPO/ Highest Paid Persons Opinion!), is to make data usable and approachable by everyone. Make data meaningful to every department, so that they wish to use it in their every day decision-making process.
Data is an essential input and filter into the item development process. I think this is a crucial lesson for information researchers and analysts who might discover themselves lost in the data. If we desire data to be used effectively as an input and filter into the item management/development procedure, then its on us to make the information simple for people to understand.
Lean Startup isnt as simple as we d like it to be. If youve tried to execute Lean Startup in your organization, youll know what Im talking about. My objective with this presentation was to break up some of the parts of the cycle (particularly around idea generation and triage) to ideally make the procedure clearer.
Corporate objectives are both bad and good. You cant disregard business objectives. The excellent ones align everybody around a typical mission and purpose. The bad ones are misaligned and do not work towards develop genuine worth for clients. Due to the fact that practically every company has great and bad corporate goals if youve ever worked anywhere in your life this ought to resonate with you. Theyre a required input into the equation, however a hard one to handle.
Consumer input is extremely important. Consumers cant tell you what to construct (because they dont actually understand), but they have pain. Customers/users have issues. You require to listen to that discomfort, and deeply appreciate/understand it, so you can translate that pain into options for them. Youll see in Slide 29 that I put “Customer Input” as a cycle around Build->> Measure->> Learn. Its more than a single input at a single point in time, you need to be collecting customer input continuously. However do it right.
The response isnt more information, its more procedure. I know “process” is a scary word, however I truly think the response to developing better products is in process … its simply a question of what process and how we execute it. A painfully long, thousand-step procedure to do something is clearly not the response. Fundamentally, this is why I think Lean Startup has actually become so popular, it promises a simpler, much faster process for getting stuff done.
PS. Unsplash is an amazing source of images.
The conference is great for individuals interested in data (e.g. data experts, scientists, item supervisors, etc.) Having stated that, Im not an information researcher. If you lean too far to using your gut, without genuine data, you run the threat of being blindsided by your own biases; but if you neglect your gut entirely, youll suck the magic out of the product structure process.