Chandra Janakiraman: evaluation

Transcript context

…This reminds me of, Tomer Cohen was on the podcast, he's CPO of LinkedIn and he has this phrase that always says he says, which is, "We may be wrong, but we're not confused." I love that a core part of this is everyone is completely on the same page, not from the beginning, but once you start this process of here's all the inputs, here's step by step we are working together on narrowing down, so at least everyone understands the why. Which is what sparked your interest in this in the first place, everyone understanding. I know there's a whole rollout at the end too to solve that. Okay, cool, so we have the sprint. We have basically the three pillars that you're going to invest in, this headline of what it might look like if you're to launch and some solution ideas with how might we's. What comes next? Yeah. The next phase is the design sprint, and the design sprint can be led by the design person who's in the strategy working group. If you remember, there's engineering, product design and data, so the design person can lead it and the PM can sort of take a bit of a backseat during this process. The input to the design sprint is sort of the three strategic pillars and the how might we's associated with it. The goal of the design sprint is not to sort of come up with these are the features we should build. That's not the purpose of the design sprint. The design sprint is to generate a lot of illustrative concepts that bring the strategy to life because a picture is worth a thousand words. Oftentimes, even though you might have the right words in your strategy doc, people might still scratch their head like, "What do you exactly mean? What are you going to build?" The illustrative concepts really sort of give people something to latch onto, "Oh, okay, I get it. This is what you're going to build at the end of the day with this strategy." The more generative, the better. Then there's the ability to, sometimes if you do the Google Ventures design sprint, you can even test some of it with users and get a little bit of sharpening of things. The goal here is not to build feature-ready designs, it's more to generate concepts. Once you have that, basically the design sprint, and there's different flavors of design sprints, which I won't go into. You can lean on your design lead to decide what's the appropriate way, but the input and the output is what needs to be very emphasized. The input needs to be the strategic pillars. The output needs to be a ton of illustrative concepts to explain each strategic pillar. You could almost have a section where you talk about each strategic pillar and insert those concepts in that section. That's the idea. We're going to go through a couple examples to make this very real. You mentioned the design sprint method, which we had the authors on the podcast. They actually didn't go through the design sprint method. They have another book called Make Time that's about productivity. We also had their colleague from Google Ventures that designed a bullseye sprint, which is also an interesting sprint. It's a new thing that helps you figure out your ICP and who to focus your product on and how that informs your product.…

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