Hello! I am a product manager in Tutu and I like to tell that it is important to first understand why you are writing something at all, then formulate the requirements for the result, and then do it. As an example, I often cite the office kitchen. Now on the fingers I will tell you what a grocery approach is, how to make a kitchen with it, and what is going on in our real kitchen in the office.
Every thing has a user. The kitchen end users - office staff. They use the kitchen to get value. It is for the value they come. For example, we have a fridge free food: yogurt, various snacks such as carrots, cottage cheese, sausages, pizza and pies, that is, snacks fast or healthy. Here it is:
Where did he come from? From the simple thought that sometimes people leave the office to eat something outside. The nearest store is 10 minutes from the office (taking into account the descent-ascent). It is much cheaper and more practical to bring employees free food than to spend their time searching for it, albeit not at the company's expense. At first it was only healthy snacks, but then as the office grew sausages began to appear, and for those who sometimes have to wait for the night before release, pizza. At the same time, hot food is not stored here permanently, but comes separately.
Let us analyze how such a decision could have been made at all.
Above, we have described end users. To understand why they need a product, it is necessary to describe what tasks they want to solve. From the kitchen it could be:
- A place to eat.
- Talk for quick meetings when everything else is taken.
- Sit and do something outside your workplace.
- Sit with friends in the evening after work.
- Stop and unwind after a block of work.
- Drink coffee so as not to fall asleep before the night rollout (this happens about once every two months).
Since this is our third office and the product "kitchen" intersects with other products of the office, we already know the limitations of the kitchen and other ways to solve the problems of users. For example, we will not do the talk from the kitchen. We have normal conversations and small niches like a train compartment are scattered around the office to sit and talk. For those who like to work on the go, there are very small places like an airplane seat, table and sockets. And so on.
We as a company want the following from the kitchen:
- So that people do not carry food to workplaces (this is very distracting and annoying to many).
- For employees to leave the office less in search of food or for organized dinners, as it takes about 10 minutes to get into the building from the 12th floor plus the time to go to the store. The hypothesis is that if we lay out products for free, then we will save the 15-20 minutes that the employee will devote to work.
- To be nice to be there, because one of the tasks is to be comfortable in the office. In general, in any place with a sufficient concentration of IT-specialists, sooner or later they make comfort, this is an important requirement for reducing turnover.
- So that people would not wait around coffee machines, coolers and other nodes, since this directly affects the efficiency of work.
Cynical objectification: we want maximum output, loyalty and ultimately money for the company from the kitchen. And this can be done by turning it into a comfortable, cozy place. If you think in advance.
Next, we write out the values we want to receive from the product (this is an incomplete list):
- A place to eat healthy food every day.
- No waiting.
- A quick snack is always available.
- Keep your food and use a common one.
- Sit with friends in the evening after work.
- Stop and unwind after a block of work.
- Hold a meeting with a busy conversation.
- Cozy and relatively cute.
Now for each value we prescribe measuring instruments. They must be specific. For example, “no waiting” is “time to get a glass of coffee should not be more than two minutes” or “time to drink coffee takes on average no more than 50% of the time to take and drink it”.
According to the metrics, you can disassemble the number of empty seats, permeability, the number of food decreasing in the refrigerator in sweets and cookies, its distribution, etc.
From these measurements, the project backlog and requirements for it are added. Examples of what happened with us:
- The kitchen should be, if possible, in the geometric center of the office. The most frequent request - water - should be addressed at all points in the office by separate coolers:
2. It takes six microwaves:
We calculated the number of microwaves empirically: we extrapolated the data on the number of people in the new office (now we have 370 people, 170 of whom are IT specialists) and took into account the geometry of the kitchen.
2-3 variants of syrup should always be near, two points of tea of 12 varieties, three types of sugar (regular, cane and sweetener), honey and lemon.
3. The most convenient way is to hire an employee who will wash the dishes and do other things in the kitchen, so as not to waste the expensive time of the developers.
But we still have to wash these things ourselves:
We have a lot of common dishes (users both bring their own and use a general office), so the dishwasher should work in the scalding mode with hot steam for disinfection every time.
4. You can cook yourself. This immediately means a slab and a change in infrastructure requirements (then it will be more difficult to build in a hood and observe fire safety, so you need to think about it when repairing an office):
5. We follow the behavior of users. Most often, they cooked eggs for breakfast, so you need to get eggs and egg cooker. You also need to decompose fruit in the morning, in the afternoon - various quick snacks and cookies, and make dinner cutting greens and vegetables for dinner: all this adds value to users and works on the tasks of the product’s stakeholders. Nothing personal, this is business.
6. Product use metrics suggest that you need three refrigerators.
7. The most frequent operation in the new kitchen is transferring cookies from the drive to the table. It can be simplified by creating small jars for cookies and other things directly on the tables. The specific contents of the drives must be rotated so that people do not get used to the same baking.
Is it done? Not.
The next stage is product development. There is always a gap between plans and the real world.Users change preferences, behavior, and so on. The main changes occur almost immediately after launch, and smooth - constantly as the project develops. This means that the kitchen must have a specific person in charge (and usually this is not an office manager), and it must have metrics for how everything goes successfully. One of the metrics can be feedback about satisfaction (employees give feedback), and the rest of the numerical - in the form of service time, the absence of "traffic jams" and so on.
We are responsible for the kitchen Guzel, the head of AHO
. She knows, up to a kilogram, seasonal fluctuations in fruit consumption, knows the costs of all liquids and snacks in refrigerators, accurately predicts the demand for different foods (to get the right amount of different types of meals when ordering hot) and so on.
From the experience of supporting the product "kitchen" she learned the following:
- If you try to influence the users so that they get used to a healthy diet, and gradually remove the sausage from the assortment of snacks, then the “sausage riot” will rise. Therefore, a compromise is to choose at least sausage from meat and other normal products. Introduced porridge.
- In the evenings, people linger on the pizza-party - we need large tables (we designed them right away, but for another).
- Need a backorder interface for products. This is either a chat on the wall in the spirit of “what else is needed”, or people just come up and say: “Guzel, let's put olive oil”, “We need natural peanut paste”. Yoghurts, kefir, cheese, cottage cheese were added to the range.
- The dishes should not be placed directly in the dishwasher, but must be put in the sink, otherwise the door will simply be broken off. Need clustering by loading.
- Milk caused the most questions. Very long chose the best brand. Guzel had previously worked at Kompari (product comparison service), so in the end we buy Parmalat: it was the best in the blind tests of the Rospotrebnadzor laboratory. To taste, it also suits everyone.
About a similar vote was for the brand of bottled water.
Can this approach be moved somewhere else?
For all. A simple tool from a combination of identifying users, their tasks and necessary values, building metrics and breaking it up into back-up tasks gives clarity anywhere.
Example: here are the performance metrics at the start of a new internal project. Suppose I am going to make an inspiring speech and recruit people within the company to my team. I have a presentation, but I don't like it. I apply the product approach, form the tasks that are needed to finalize the presentation:
You can and in the family, and anywhere else. The main thing is to remember about three limitations:
- Everything that I have just described is a very superficial vision of the tool, because the complete methodology is much more extensive and more complex. But the main thing I told.
- It’s not worth where the emotions are mixed up (for example, in the family), to talk about exactly how you came to your conclusions. Because the fact that for many is a nice cozy kitchen, for us in practice is a commercial tool with measurable efficiency. But it's much more pleasant not to mention it once more.
- There are projects/products where you do not want to count metrics of achieving the goal, because you like the process. Then just enjoy.
Who cares more about the product approach for everything in a row, I can advise Marty Cagan’s book entitled “Inspired: How To Create Products Customers Love” and the podcast make sense