Index

Numerics

  • 3x3 storytelling framework, 95–98

    • advantages, 97

    • analogy, 96–97

    • ethos, 97

    • insights, 96

    • observations, 96

    • opportunity, 96

    • solution, 97

    • status quo, 95

  • 7-38-55 Percent Rule, 401

A

B

  • B2B companies, 177–178, 187

  • B2C products

    • characteristics, 184

    • value pyramid, 62–63

      • emotional elements, 64

      • functional elements, 63–64

      • life-changing elements, 64–65

      • social-impact element, 65

  • bad decisions, 257

  • Baghai, M., The Alchemy of Growth, 299

  • behavioral segmentation, 184

  • benchmark, 158

  • bias, 260–261

    • confirmation, 260

    • Hawthorne effect, 51

    • observer-expectancy effect, 51

  • black swan theory, 403–404, 405

  • Blackberry, 144

  • Bloch, N., 62

  • brand men, 4, 5

  • branding

  • Brooks, F., The Mythical Man-Month, 148–149

  • budgeting, 284, 297–298

  • build frequency, 146

  • building

  • bundling, 232–233

  • business model, 175, 191

    • Amazon, 193

    • canvas, 197

    • getting inspiration from other companies, 191–195

    • innovation workshop, 197–198

    • STIHL, 191

    • Videoland, 192

  • Business Representative, 12

  • buyer, 47

C

  • calibrated questions, 400, 401

  • change for free, 318–319

  • channel scaling, 234

  • CHAOS Report 2018, 272

  • Christensen, C., 40, 303

  • Churchill, W., 83

  • churn, 157

  • clear vision, 80–81

  • Clerk stance, 18–19

  • Coley, S., The Alchemy of Growth, 299

  • collaboration, 5, 115, 243

  • Collaborator stance, 29, 283

    • benefits of taking, 284–285

    • great collaborators, 286–287

  • commitment, to a Product Goal, 110

  • committees, 243

  • communication and communicating, 369, 370–371

  • company goals, 69, 70, 156–157

  • company impact, 69, 70–71. See also EBM (Evidence-Based Management)

  • company strategy, 85

    • Alzheimer’s Association, 85–87

    • LinkedIn, 87

  • company values, 84

  • compassion, 331

  • competition, 152, 155–156, 158–159, 274

  • compliance, 285

  • compromising quality, 177

  • concierge MVP experiment, 210–212

  • cone of uncertainty, 314–315

  • confirmation bias, 260

  • conscientious communication style, 385

  • consensus thinking, 243

  • Constable, G., truth curve model, 200–201

  • continuous delivery, 89

  • contract/s, 310, 313

  • Cooper, A., The Inmates are Running the Asylum, 55–56

  • corporate antibodies, 303

  • corporate governance, 288–291

  • cost

  • CR (conversion rate), 135–137

  • creating

  • credibility, building, 377

  • current value, 139–141

  • custom features, 178

  • Customer Representative stance, 30, 39, 40–41, 56, 69

  • customer/s, 46, 47, 55

    • adoption, 302

    • behavior

      • change, 71

      • tracking, 141

    • bias

      • Hawthorne effect, 51

      • observer-expectancy effect, 51

    • care, 289–290

    • collaboration, 312

    • feedback, 364

    • identifying needs, 41

    • learning from, 51–54

  • observing, 49–50

    • outcomes, 69, 71

    • personas, 56–58, 60, 71

      • creating, 58–59

      • negative, 564

      • types, 58

    • support, as source of inside-out innovation, 176–177

D

  • decision, 31

  • Decision Maker stance, 30–31, 244–245

  • decisions and decision-making, 171

  • defect trends, 147

  • delegation of decisions, 246–249

  • Delegation Poker, 246, 253

  • demographic segmentation, 184

  • dependencies, 128, 222–223

  • Developer, 228

  • diagram

  • dilemmas, 265–267

  • DISC (Dominance, Influence, Steadiness, and Conscientiousness) model, 382–383, 386

    • conscientious style, 385

    • dominant style, 383

    • influential style, 384–385

    • steady style, 384–385

  • disruptive innovation, 300

  • divide-and-conquer tactic, 43

  • documentation, product, 294

  • dominant communication style, 383

  • DoR (Definition of Ready), 19

  • drinking water industry, pricing strategies, 151–153

  • Dropbox, 206–207

  • Duke, A., Thinking in Bets, 259

E

F

G

  • Gantt chart, 126–128

  • Gatekeeper stance, 25–26

  • Gates, B., 172

  • GDD (goal-driven development), 103

  • generic products, 178

  • geographic segmentation, 184

  • Ghana, 65

  • Gloger, B., Agile Contracts: Creating and Managing Successful Projects with Scrum, 321

  • goal setting, 103–104

  • goal-oriented product roadmap, 118

  • Godfrey, M., 202

  • Godin, S., 56

  • good decisions, 257, 261

  • Google, 67, 107, 200, 302, 305–306

  • governance, 285

  • great Product Goals, 106–107

H

  • Harley-Davidson, 200

  • Hawthorne effect, 51

  • hero’s journey, 93–94

  • Hewlett, B., 4

  • honesty, 331

  • hypothesis, 200, 216–218

I

J-K

  • Jira, 178

  • Joe’s bucket contract, 316–317

  • Kanban, batch-size problem, 273

  • KPIs (key performance indicators), 103, 132

  • KRAs (key result areas), 103

L

M

  • maintenance, costs, 158

  • Malhotra, D., 401

  • Manager stance, 26–28

  • manual pricing, 154

  • margins, 157

  • market analysis

    • A-SMGCS, 190–191

    • as source of inside-out innovation, 180

    • sources of data, 190

    • trends, 190

  • market pricing, 152

  • market segmentation, 184, 189

  • marketing, 4–5

    • communication, 162

    • decisions, 250

    • -led organization, 6

  • Maslow’s hierarchy of needs, 65

  • MBO (management by objectives), 103

  • McElroy, N., 4

  • mean time to repair, 146

  • meetings, 284

  • messaging, 186, 375. See also communication and communicating

    • 7–38–55 Percent Rule, 401

    • channel, 372–373

    • encoding, 373

  • metrics, 132, 134, 148

    • A2I (ability to innovate), 147–148

    • activities, 135

    • currrent value, 139–140

    • customer outcomes, 135–136

    • lagging indicators, 143

    • optimizing, 136–137

    • output, 135

    • stakeholder, 346–347

    • Strategyzer Test Card, 217

    • TTM (time to market), 146

    • unrealized value, 143–144

  • Microsoft, 232–233, 302

  • mirroring technique, 394–395

  • misalignment, 88–89

  • mission statement, 83–84, 97–98

    • Alzheimer’s Association, 85–87

    • LinkedIn, 87

  • misunderstood stances, 14–15

    • Clerk, 18–19

    • Gatekeeper, 25–26

    • Manager, 26–28

    • Project Manager, 21–22

    • SME (Subject Matter Expert), 23–24

    • Story Writer, 19–20

  • Mittermayr, R., Agile Contracts: Creating and Managing Successful Projects with Scrum, 321

  • money for nothing, 317–318

  • monitoring, stakeholders, 346

  • motivation, 64–65, 81

  • multiple Product Goals, 110–111

  • Musk, E., 172

  • MVP (minimum viable product), 216

N

O

  • observer-expectancy effect, 51

  • observing, customers, 49–50

  • OKRs (objective key results), 103

  • onboarding, 193

  • Opelt, A., Agile Contracts: Creating and Managing Successful Projects with Scrum, 321

  • organizations

    • corporate antibodies, 303

    • governance, 291–294

    • inertia, 196, 198

    • marketing-led, 6

    • misalignment, 88–89

    • mission statement, 83–84

    • product-led, 6

    • purpose, 83

    • sales-led, 6

    • values, 84

  • output, 135

  • outside-in innovation, sources, 184–186

    • people who bought a competitor’s product, 187–188

    • people who bought your product, 186–187

    • people who haven’t bought a solution, 188

P

  • Packard, D., 4

  • paper prototyping, 204–205

  • paradoxical thinking, 173

  • patterns

    • anti, 224–227

    • Clerk, 18–19

    • Gatekeeper, 26

    • Project Manager, 21–22

    • SME (Subject Matter Expert), 24

    • Story Writer, 20

  • Patton, J., User Story Mapping, 122

  • penetration pricing, 160–161

  • performance, 302–303

  • Perrier, 152

  • personal coaching, 295

  • personas, 56–58, 60, 71

    • creating, 58–59

    • negative, 564

    • types, 58

  • Pfarl, W., Agile Contracts: Creating and Managing Successful Projects with Scrum, 321

  • Pinocchio Effect, 401

  • platforming, 234

  • poker, 259, 260–261

  • Polaroid, 64

  • Porter, M., 4

  • positive leverage, 404

  • preferred stances, 27–28

    • Collaborator, 29

    • Customer Representative, 30, 39, 41, 69

      • activities, 40–41

    • Decision Maker, 30–31

    • Experimenter, 31–32

    • Influencer, 32–33

    • Visionary, 28

  • preorder page, 205–206

  • price and pricing

  • problems to solve segmentation, 184–186, 188

  • processes, 288–291

    • governance, 288

    • pricing, 153

  • Proctor & Gamble, 4

  • producer, 48

  • Product Backlog, 11, 274

  • product development, contracts, 311

  • Product Goals, 103–106, 174

  • on-product index, 147

  • product management, 4, 7, 132, 259

    • accountability, 5

    • brand men, 4, 5

    • budgeting, 284

      • decisions, 250

      • Sponsor Product Owner, 12–13

    • divide-and-conquer tactic, 43

    • feature set decisions, 263–264

    • A-SMGCS, 190–191

    • splitting roles, 4–5

    • strategy, 255–256

    • uncertainty, 261

    • vacuum, 87–88, 89

  • Product Owner, 7, 14–15, 244. See also decisions and decision-making; stakeholder/s; stance

    • accountability, 5, 8–9, 27, 61

    • activities, 7–8

    • apprentice model, 228–229

    • building trust, 380–381

    • communicating with stakeholders, 366–367

    • contracts, 309–310

    • contribution to product scaling, 235

    • credibility, 377

    • empowered, 275

    • increasing your authority, 365

    • levels of delegation, 246–249

    • misunderstood stances, 17

      • Clerk, 18–19

      • Gatekeeper, 25–26

      • Manager, 26–28

      • Project Manager, 21–22

      • SME (Subject Matter Expert), 23–24

      • Story Writer, 19–20

    • preferred stances, 27–28

      • Collaborator, 29

      • Customer Representative, 30, 41, 69

      • Decision Maker, 30–31

      • Experimenter, 31–32

      • Influencer, 32–33

      • Visionary, 28, 79–83

    • pricing and, 153

    • product management vacuum, 87–88, 89

    • risk management, 293

    • saying no, 392

      • five steps to an effective no, 389–392

      • patterns preventing, 388–389

      • positive outcomes, 387–388

    • Scrum Team, 225–227

    • types, 9–11

      • Business Representative, 12

      • Entrepreneur, 13

      • Proxy, 11

      • Scribe, 11

      • Sponsor, 12–13

  • product roadmap, 116–117

  • ProductBoard, 178

  • product-led organization, 6

  • product/s, 43–46, 47. See also vision/ing

  • Professional Scrum, 10–11

    • Product Owner - Advanced courses, 291–293

    • Sprint Retrospective, 218

    • stakeholders, 333

  • project management

    • decision-making, 272–273

    • lessons learned document, 218–219

  • Project Manager stance, 21–22

  • Proxy Product Owner, 11

  • psychographic segmentation, 184

Q-R

  • quality, compromising, 177

  • QuickBooks, 133–134

  • R&D, as source of inside-out innovation, 177–178

  • reasoning

    • argument, 99

    • core message, 99

    • counterargument, 99–100

    • problem, 99

    • SEXI, 100–101

  • rebranding, 308

  • recommender tool, 135

  • relationships, building, 375–377, 380, 381

  • release process

  • decisions, 251

  • stabilizaiton period, 146

  • resulting pitfall, 257, 260–261

  • revenue, 156, 274

  • reverse Spider-Man syndrome, 79

  • rhetoric, metaphor, 99

  • Ries, E., 215

  • ripple effect, 120–121

  • risk management, 293

  • roadmap. See product roadmap

  • robots, 234

  • roles, splitting, 4–5. See also stance

  • rollback, 133

  • Rosso, M., 211–212

  • Rule of Three, 401

S

  • S-curve, 302

  • SAAB, 305

  • SAFe (Scaled Agile Framework), 221–222

  • sales

    • -led organization, 6

    • as source of inside-out innovation, 175–176

  • Sanchez, N., 284

  • saying no, 362–363, 392

    • five steps to an effective no, 389–392

    • patterns preventing, 388–389

    • positive outcomes, 387–388

  • scaling, 221–223

  • Schiphol Airport, maintenance, 158

  • Schuurman, R., Master the Art of No, 333–334

  • Schwaber, K., 3, 103

  • Scribe Product Owner, 11

  • Scrum, 3, 142, 245, 311

  • Senior, J., 62

  • SEXI, 100–101

  • shared risk contract, 314

  • sharing ideas, 379

  • shea butter, 65

  • Shoshin, 51

  • sign-offs, 288

  • skill, decision-making, 271–272

  • skimming, price, 152, 159–160

  • SKUs, 234

  • SMART-L radar, 233

  • SME (Subject Matter Expert) stance, 23–24

  • social-impact element of value, 65

  • software development, technical debt, 149–150

  • SpaceX, 144

  • speeding up decision making, 274–275

  • splitting roles, 4–5

  • Sponsor Product Owner, 12–13

  • Sprint, 218, 270

  • St. Gallen Business Model Navigator, 191, 193

  • stakeholder/s, 115, 124, 171, 285

    • building credibility with, 375–377

    • building relationships, 375–377

    • communication strategy, 359

    • critics, 354–355

    • definitions, 333–334

    • dynamism, 357

    • engagement, 343

    • friendly, 354

    • gathering information and insights, 338–339

    • governance, 335

    • indifferent, 354

    • influence, 340, 341–342, 357–358

    • influencers, 336

    • interest of, 340–342, 365

    • managing in groups, 364

    • map

      • altering, 357–358

      • high interest and high influence stakeholders, 348–351

      • high interest and low influence stakeholders, 347–348

      • low interest and high influence stakeholder, 346–347

      • low interest and low influence stakeholders, 344–346

    • opponents, 355–356

    • provider, 335

    • radar

      • attitude, 353–357

      • levels of engagement or involvment, 352–353

    • saying no, 362–363, 392

      • five steps to an effective no, 389–392

      • patterns preventing, 388–389

      • positive outcomes, 387–388

    • transparency, 344

    • treating different types differently, 363

    • types, 336–337

    • user, 335

  • stance, 17. See also misunderstood stances; preferred stances

    • Collaborator, 283

      • benefits of taking, 284–285

      • great collaborators, 286–287

    • Experimenter, 171–172, 196

      • benefits of taking, 173–174

      • characteristics, 172–174

      • scaling and, 172

      • sources of inside-out innovation, 175–180

    • Influencer, 329–330

      • benefits of taking, 330

      • rational approach, 330

      • value-based approach, 330

    • Visionary, 79–80

      • activities, 82–83

      • clear vision, 80–81

      • future-focused, 80

  • STIHL, business model, 191

  • stories and storytelling, 82, 91, 93

    • 3x3 framework, 95–98

      • advantages, 97

      • analogy, 96–97

      • ethos, 97

      • insights, 96

      • observations, 96

      • opportunity, 96

      • solution, 97

      • status quo, 95

    • hero’s journey, 93–94

    • images, 101

    • reasoning

      • argument, 99

      • core message, 99

      • counterargument, 99–100

      • problem, 99

    • SEXI, 100–101

  • story mapping, 122–124

  • Story Writer stance, 19–20

  • strategy, 85, 145. See also company strategy

    • budgeting, 304–308

    • chess, 255–256

    • poker, 259

    • pricing

    • product, 305–308

    • stakeholder communication, 359

    • stakeholder management

      • high interest and high influence stakeholders, 348–351

      • high interest and low influence stakeholders, 348

      • low interest and high influence stakeholder, 346–347

      • low interest and low influence stakeholders, 346

  • Strategyzer

  • success, 83

    • empowerment, 275

    • experiment, 216

    • “five cards for a winning hand,” 272–273

  • Suitsupply, 133

  • Supply and Demand Chain Executive, 274

  • Sutherland, J., 3, 103

  • Swinmurn, N., 212

  • switching costs, 187–188

  • system diagram, 70, 71–72

T

U

  • Uber, 150

  • unbundling, 233

  • uncertainty

    • in budgeting, 301

    • cone of, 314–315

    • in decision-making, 261

  • unrealized value, 141–145

  • user story mapping, 122–124

  • UX (user experience), 203–204, 302

V

  • value/s, 61–62, 131

  • variants, 234

  • vendors, decisions, 253

  • Vermaak, W., Master the Art of No, 333–334

  • versioning, 133, 232–233

  • Videoland, business model, 192

  • Visionary stance, 28, 79–80

    • activities, 82–83

    • clear vision, 80–81

    • future-focused, 80

  • vision/ing, 89

    • clear, 80–81

    • communicating, 91–92

    • metrics, 136–137

    • statement, 83–84

      • Alzheimer’s Association, 85–87

      • LinkedIn, 87

    • storytelling, 93

      • 3x3 framework, 95–98

      • hero’s journey, 93–94

    • tools, 90–91

  • visual product roadmap, 124–126

  • Vodde, B., “Agile Contracts Primer,” 312

  • Voss, C., Never Split the Difference, 393

W

  • Walt Disney Company, 84

  • “watermelon reporting,” 88–89

  • White, D., The Alchemy of Growth, 299

  • whitepapers, 6

  • win/loss analysis, 155

  • Wizard of Oz MVP experiment, 212–213

X-Y-Z

  • Xiaomi, 146

  • yearly budgets, 298

  • Zappos, 212

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