Those milestones were defined in terms of why they mattered to the company and also in terms of the key timeframe for execution. We aligned on the key milestones we wanted to accomplish every quarter/semester/year. I tried to give a lot of autonomy to the product, tech, and design teams. Other teams, like those that were trying to help you find the right content to watch were balanced and doing a combination of both.Īt Booking, I took a similar approach in running the ski and beach organization, working closely with tech and design teams. Our teams that were focused on funnel conversion were much more growth/optimization focused. A team that was focusing on redesigning our key platforms or expanding to a platform where we didn’t currently work would by necessity be more innovation-focused. When defining the metrics or the goals that each team would focus on, some teams would inherently have more focus on innovation or optimization.
Define focused how to#
Therefore, the key is specifying outcomes as a leader, but then empowering your people and team to come up with an approach for how to solve the problem. For a strong product manager or product director, it’s de-motivating to have both strategy and tactics dictated to you. I did not want to micromanage my product teams and set specific day to day or week to week strategy. How each team got to that outcome, though, was up to the team. My intent was, along with the team lead, to define the outcome either for the business or the customer that we wanted the team to achieve. My goal was to provide the overall structure and vision for the team, but I wanted the team to take that and then define the path they were going to take to achieve the outcome. The goal was always that the lead worked with their team to establish a reasonable goal they all felt was accomplishable and that aligned with the objectives for the organization. Once we established the overarching goals for the company, then I worked with each product team lead to establish their goal for the particular metric or focus area. Similarly for Showmax, the more platforms you were actively using, especially on the television, the more likely you were going to retain from month to month. But once you signed up, the key to retaining the user was getting them hooked watching on mobile and eventually on the television, which is where the majority of the viewing occurs after 6 months. Netflix has published some great information that’s quite similar:Įssentially, for them, they knew you were most likely to signup on the web or mobile web. We also knew that if a customer adopted our product across more than a single platform, they would be much more likely to be a retained subscriber.
Define focused trial#
The conversion from trial to paid after the 14-day free trial.Conversion rate in the initial funnel to start a trial period.In the case of Showmax, since it was a streaming video company, we were largely focused on our total number of paying subscribers. It was structured such that there was an overarching set of KPIs agreed upon at the leadership level. In the case of Showmax, I was the Chief Product Officer, so it was possible to build it into the organization, working with the CTO. How Do You Define Team Focus Without Micromanaging?Īnother question I’ve gotten a lot is: Who in the organization defines the balance between innovation and optimization? How do you define the balance without micromanaging your teams?
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