"Where the spirit does not work with the hand, there is no art"
- Leonardo Da Vinci

This fits perfectly well in the context of Agile product teams. Creating extraordinary products is as much an art, as it is science, wouldn't you agree?
Let's ask ourselves, what are the ingredients of high-performing "disruptively innovative" teams which challenge traditions, spearhead change and attain excellence in the process? Quite a few…
Product Owners are usually seen as business savvy individuals, primarily responsible for "what goes into the product". But one of the great responsibilities we carry is sharing the Product Vision with the team in a simplistic, yet engaging manner.
How well we do so determines whether our team feels after each sprint i.e. exhausted, or exalted, and therefore the fate of the final product.

We have learned how to effectively transform user-requirements into comprehensive stories. But have we ever wondered how applying the same approach to sharing the product vision and business value could benefit the end-product?  This can also be an opportunity, which if, correctly exploited through a "servant-leader" perspective can prove to:
  • Be a transformational experience for the team
  • Bring out the entrepreneurial zeal in your team members
  • And help create products that users will dearly love!
 
So take out your brushes and palette!
 
15 favorite thumb_down thumb_up 4 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

  1. Introduction and setting the context
  2. Main - Delve into using "Product Vision" as a tool to create high-performance innovative teams. I will draw examples from my own experiential learning and share the derivative techniques (with a tinge of fun!) so that the audience can relate easily and find application in their own projects. (20 mins)
  3. Short video (2-3mins)
  4. Summarise and conclude (10mins)

 

 

 

Learning Outcome

 

In my talk I will delve into the secret ways of how a Product Owner can use 'Product Vision' as a catalyst to:

  1. Consistently inspire an agile team by using effective storytelling techniques to help them connect with the “why” of your product
  2. Help the team nurture a culture of "inspire, aspire, achieve”  by appreciating and encouraging them to experiment often, celebrate failures more than success, realise the importance of “smart work” over “more work”; regularly sharing end users’ feedback in a constructive manner
  3. Make remarkable progress that ‘wow’s sponsors - By helping the team see business problems as “people problems” and work towards solving them with a mindset to enhance peoples' lives

 

Target Audience

Product Owners, Product Managers, managers...anyone and everyone who is passionate about great teams and products!

schedule Submitted 3 years ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Tathagat Varma
    By Tathagat Varma  ~  3 years ago
    reply Reply

    Rohan - In addition to Ravi's question, can you share your perspective of real-life examples where you think there are great examples of how product vision have led to creation of high-innovation teams, where it hasn't? Will help to get your narrative to understand your thought process behind it.

     

    thanks,

    TV

    • Rohan Sharma
      By Rohan Sharma  ~  3 years ago
      reply Reply

      Hi TV,

      I believe that to be an adept Product Owner, one must completely understand the “why” of a product i.e. how it brings in value for the business, and more as to how it enhances the lives of end users of the product. 

      In my experience I’ve seen POs rise from different functions/teams such as support, core development, strategy etc. And there have been times when they know what is needed from a product, but do not always understand all the reasons behind it. 

      Also, the teams that create/develop a product seldom consist of people who are ALL seasoned in the craft. 

      Therefore, to bring everyone on the same page, a PO must

      1. Completely understand the product vision through the eyes of the sponsors (e.g. using the 5 why's analysis) 
      2. And then mould it into comprehensive/simple “stories” that everyone on the team, irrespective of their skill level, can easily grasp

      Using this approach to tie the team more closely with the product goals, we should be able to spark more innovation, out-of-the-box thinking and action.

       

      This should be most effective when products are being built ground-up or new features are being added to enhance existing products. Efficacy may be a little lower in “maintenance projects” such as changing the underlying database architecture of an existing product.

      Best regards,
      Rohan

  • Ravi Kumar
    By Ravi Kumar  ~  3 years ago
    reply Reply

    Hi Rohan,

    Your topic looks interesting. I would like to see more details on the How aspect of the points listed down as catalysts and the learning outcome. What will help me is any links to the slides, articles or blogs and a video of any of your presentation in the past.

     

    Thanks and regards,

     

    Ravi

     

    • Rohan Sharma
      By Rohan Sharma  ~  3 years ago
      reply Reply

      Hi Ravi,

      I've updated my proposal as you suggested. Please let me know for any further feedback!

      Thank you
      Rohan


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