📢 Shout out to Product Managers working with internal technical platforms and their teams
What is your strategy 📈 for turning that primordial soup 🥘, that is handled by platform teams in the beginning, into products 📱?
My current approach is half structure, half random magic ✨. Here it goes:
1 We first look at everything the platform team does and we ask 2 questions for each item:
- Who is it for? (Stakeholders) 👬 👭
- What is it for? (Purpose) 🎇
We then group these by purpose and by stakeholders and see if any clusters or patterns emerge.
2 Next step is about talking to the stakeholders (existing and potential) and validate and identify needs.
3 Now this is where the magic part comes: we look at all of this and watch out for patterns or clusters, some are obvious product material, some don’t seem to fit anywhere.
4 There are also potential missed opportunities we need to look for: features or products that nobody asked for, but could have a significant impact on the organisation. This step is also part serendipity, part brainstorming, part magic for now.
5 We refine all of this and the result should be a set of clearly defined products with mission, vision and some sort of plan for short and long term.
I have never fully completed this process so far, but this is my current way of thinking 🧠.
❓What is your strategy for shaping up internal technical products? ❓What worked best for you?
Originally posted on LinkedIn.