Hi there. We wrapped up the Product and Data Summit last week, and boy did I learn a lot. If you attended all or some of the five modules, you will have received the presentations, recordings, and the underestimated but rather excellent jamboards. If you didn’t attend: Shame on you. Just kidding. You missed a lot, but I hope you’ll be able to join us next time.
Nothing can replace the depth of content from the last two weeks, but today I want to share with you a few things that are still spinning in my mind.
What’s on your mind? Let me know at firstname.lastname@example.org.
1. Great leaders have empathy and they listen
Ok, this isn’t groundbreaking. But it is an excellent reminder because it’s true. We heard this echoed in many presentations.
As Caroline Carruthers, author of The Chief Data Officer’s Playbook, told us, you DO NOT have to be a data scientist to be a leader in data, but you DO have to use data to tell stories focusing on outcomes that people can understand.
Listening to user needs came out high on many speaker’s lists from Dmitry Shishkin to John Pipino. It’s easy to fall into the trap of focusing on business goals. What we really need to do is look at where the business goals and the user needs align.
And it’s not just our users. We need to listen to colleagues. By collaborating with different people and listening to the critiques, as well as the praise, we build stronger teams and better products. When talking about culture, both Louise Story, formerly of The Wall Street Journal, and Marcel Semmler, of Bauer, reminded us that without disagreement, no change will happen. Conflict can lead to great things if managed correctly. They agreed data isn’t a determining factor at every step, as did Gibson Biddle, former vice president of product at Netflix, who uses consumer science: data input + human decision-making.
Perhaps most importantly, we need to look beyond the reaction and the data. Sometimes people don’t agree with a change, and that may actually be because of another fear such as losing a job.
2. Objectives and goal setting are everything
Throughout the last 10 months of the Product Initiative and the discussions of many different ways of handling product, one thing has become clear: Goals and objectives need to be clear and easy to understand. This transparency, and being able to point to joint objectives, solves many internal issues. Gibson Biddle always starts the decision-making process by reminding people of the goals. Road mapping is as important for communication and storytelling as it is for planning purposes.
Lippe Oosterhof, Yahoo’s head of product for news, entertainment, and lifestyle, told us that much of the value of setting OKRs (objectives and key results) comes from the process itself.
3. Some framework thinking
We went through a lot of practical frameworks that can be used. I’ve already seen three of these in action by attendees — that’s quick work! Here are a few frameworks and thought processes I found useful:
Product’s job is to delight customers with a hard to copy, margin-enhancing product.
Start small with frameworks and features, but think big for what will be needed in the long term.
Using both data and colleagues’ ideas to hypothesise and then test helps us iterate products.
Redefine user needs and how we think about what the user wants. Inspire me, educate me, and inform me are three user needs that have come up in a number of examples.
4. Netflix content people didn’t join their product meetings
Yes, that’s true: Netflix didn’t have content at their product meetings. That was big news and a shock to many. In Gibson’s view, he and his team focused on the experience, not the content.
If you’re an editor, don’t throw your arms up in despair just yet. This is the polar opposite of what we heard from Louise Story, who was chief news strategist as well as chief product and technology officer at Dow Jones. She believes they are so inextricably linked that they must sit together.
It should be remembered that Netflix is a different beast. There is one format and platform, the news is much more nuanced. But it is worth asking the question: If you started again fresh, how would you organise? Back to my earlier point — well Lippe Oosterhof’s earlier point: Much of the value can come from the thought process.
5. Don’t get too tied to a decision
Something I think we often forget: Decisions can be low stakes and can be reversed. We make decisions, at least in part, on data. But data changes as we test and learn. Or *cough* sometimes we simply make the wrong call. Business is fluid, and so should we be. That’s why listening is so incredibly important.
Dates for the diary: December 2-December 16
Ready to get deep into product thinking and the stages of product development? Join me and some incredible experts who are sharing their wisdom and experience at our December Master Class, Methodologies To Launch and Innovate Products.
We will dive into the three main stages of product development:
- Evaluating and prioritising needs.
- Prototyping and experimentation.
- Measuring and growing success.
We’ll be hearing from the likes of Ilana Westerman, head of user experience research and consumer insights at Yahoo Inc.; Jeff Moriarty, executive vice president/chief product officer, Nexstar Digital; Caitlin Clarke, global head/strategy and growth, Financial Times; and Hilde Maartmann-Moe Sommerstad, senior product manager at Schibsted/Aftenposten.
You find out more and sign up here.
Tweet of the week
Talking about low stakes, a great tweet here to remind us that it’s not all hard work that takes a lot of planning: Some things are easy to implement and can bring high reward.
- 2 models help news media companies get data, product innovation right: INMA writers Shelley Seale and Paula Felps sum up some big thinking by Caroline Carruthers, author, The Chief Data Officer’s Playbook, United Kingdom, and John Pipino, consultant, Doblin, United States.
- It’s impossible to summarise the 2.5-hour fast paced fun workshop that Gibson Biddle led, but Paula Felps gives a great flavour: Netflix exec gives INMA members 4 frameworks for product success.
- OKRs, data sharing are key to building successful product teams are what Lippe Oosterhof, head of product for News, Entertainment and Lifestyle at Yahoo; Louise Story, former chief news strategist and chief product and technology officer, at The Wall Street Journal, and Marcel Semmler, global head of technology/publishing at Bauer, discussed for an hour, as reported by INMA writers Michelle Palmer Jones and Chandler Wieberg.
About this newsletter
Today’s newsletter is written by Jodie Hopperton, based in Los Angeles and lead for the INMA Product Initiative. Jodie will share research, case studies, and thought leadership on the topic of global news media product.