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JPK
Gro
up2016 Product Intelligence & Innovation Summit
September 21-22 • Chicago, IL
Developing an High-Performance
Product Development Team
Leading teams to deliver on goals and expectations
September 22, 11:00am
Danijel has spent his career in software product design and development, inengineering and business roles. He started his career as a software engineer at
Motorola, designing and building software for mobile networks and devices.Over the next ten years, he held a number of engineering and business roles,
as well as represented Motorola at the 3GPP standards committee. Danijelholds a BS in Computer Engineering from University of Illinois at Chicago, and a
MS in Product Design and Development from Northwestern University.
View presentation online at:www.jpkgroupsummits.com/attendee6
Danijel Stankovic – McDonald’s Corporation
Building a
high-performance
software product development team
Danijel StankovicDirector, Global Digital Products, McDonald’s Corp.
About me
I make things out of software
Broad experience in software product development
• Design
• Engineering
• Product management
The plan for today
Some definitions first
Ingredients critical for achieving high-performance
Organizing the team to fit the mission
Leading the team to deliver on goals and expectations
Supporting and evolving the team for sustained success
Some definitions first
Product A “thing” that your company
designs and builds that
meets some identified
customer need and that is
sold to a customer at a profit
Some definitions first
Product
Product development team
A cross-functional team
responsible for and designed to
plan, design, build, and deploy
a product in the market
Some definitions first
Product
Product development team
High-performance
An attribute of team
performance that enables
delivery of products that
exceed customer expectations
and business goals
Ingredients critical for achieving high-performance
Articulate expectations
Base your expectations on
(business) outcomes, not on
successful delivery of requirements.
Goals < Outcome
Articulate expectations
Allocate time strategicallyExecution
Roadmapping
Optimization
Innovation
Execution
Roadmapping
Optimization
Innovation
Allo
ca
teT
ime
Focus on value-adding activities first so
that the execution matters
Ingredients critical for achieving high-performance
Articulate expectations
Allocate time strategically
Focus on the customer
Start with the customer. Get to
know them, understand their
needs, and create products that
meet those needs.
Ingredients critical for achieving high-performance
Articulate expectations
Allocate time strategically
Focus on the customer
Simplify
Complexity will creep into every
aspect of your work: planning, design,
development, operations, etc. Take
complexity out whenever you can –
strip problems to their essence and
reason from there.
If it’s not adding value for the
customer it shouldn’t be there.
Complexity = Risk
Ingredients critical for achieving high-performance
Articulate expectations
Allocate time strategically
Focus on the customer
Simplify
Execute
Execution is what separates
successful companies from those
that are not.
Ingredients critical for achieving high-performance
Articulate expectations
Allocate time strategically
Focus on the customer
Simplify
Execute
Accountability
Demand and acknowledge
accountability. Insist on having only
one accountable person.
Ingredients critical for achieving high-performance
Organizing a product development team
Define the mission, then design
the team to accomplish it
Plan Build Deploy Scale
Goals
+
Strategy
+
Resources
Outcome
Organizing a product development team
Define the mission, then design
the team to accomplish it
In a multi-touchpoint world, use
a matrixed approach
web mobile kiosk
sso
cart
pdp
Organizing a product development team
Define the mission, then design
the team to accomplish it
In a multi-touchpoint world, use
a matrixed approach
Consider the phase in the
product lifecycle
In a growth phase, functional
organization is more efficient
• Data scientists/analysts (insights)
• Product managers (roadmaps, stories)
• Scrum masters (scrum)
• Designers (design)
In a mature phase, focus on business
outcomes adds effectiveness
• Cross-functional pods (organized around
business outcomes) work on any part of a
product
Organizing a product development team
Define the mission, then design
the team to accomplish it
In a multi-touchpoint world, use
a matrixed approach
Consider the phase in the
product lifecycle
Clear roles and responsibilities
Every member of the team must
have a clear role and responsibility
that align consistently to the team.
Leading a product development team
Apply strategic focus (planning,
then execution)
Help the team stay focused and
prioritize where they spend their
time. Ensure the team is spending
time on the right things, in the right
order, to minimize risk.
Leading a product development team
Apply strategic focus (planning,
then execution)
Define clear objectives/results
(KPIs)
Identify where you want to move
the needle, how you will measure
it, and how will you know if you are
successful.
Leading product development team
Apply strategic focus (planning,
then execution)
Define clear objectives/results
(KPIs)
Use data to inform decisions
Use your data to inform your next
steps. Iterate where needed.
Monitor and maintain elsewhere.
Pivot when the date tells you that
success is unlikely.
Leading a product development team
Enable strategic focus
(planning, then execution)
Define clear objectives/results
(KPIs)
Use data to inform decisions
Execute (accountability)
Execute, while holding your team
accountable for outcomes, not
requirements delivery.
Supporting and evolving a product development team
Situational leadership (tailored approach)
Be available, always
Lead by example
Be hands-on
Challenge
Evolve the team with the product
Invest in your team
Be mindful of underperforming team members
Danijel StankovicDirector, Global Digital Products, McDonald’s Corp.
linkedin.com/in/danijels
Thank you
Add key ingredients
Organize the team
Lead the team
Support and evolve the team
