WEBVTT

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- [Instructor] In this lesson,

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we'll focus on the first step

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in the opportunity validation process:

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conducting a manager briefing.

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A manager briefing is a
meeting with your manager

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in which you can gather information

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about the project you've
just been assigned

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and align on the
expectations of that work.

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We'll use the three components
of a feature opportunity,

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strategic fit, user
value, and business value,

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to guide the discussion.

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To help you conduct this conversation

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and gather the necessary information

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to validate the opportunity,

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we've created a Manager Briefing template.

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It can be valuable to
send the blank template

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to your manager in
advance of your briefing

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and tell them that you'd like to walk

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through these questions
together in the live discussion.

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We've also filled out the template

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with an example from Lyft.

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We'll walk through that
example in this lesson.

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Now, let's dive into the three parts

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of the Manager Briefing template,

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starting with strategic fit.

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Your organization has a mission and vision

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for why it exists.

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These should translate into a strategy

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that gets more specific

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as it ladders down from your company

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to your function and your team.

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It's important for new PMs
to understand this context

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when they first start at a company.

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This helps them see how
their individual projects

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tie into the company mission, vision,

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and overall product and team goals.

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It also allows you to communicate

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why the project is important
to other core team members,

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i.e. your engineering
and design counterparts,

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because this helps ensure they understand

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why your project should be prioritized.

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Additionally, this helps avoid
the project manager trap.

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If your team is invested

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in the strategic
importance of the project,

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it's less likely you'll
need to spend valuable time

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following up on their individual tasks

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and specific objectives.

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They'll be motivated to
accomplish the work on their own,

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so you can spend your
time on product work.

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The strategic fit of a project

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can be evaluated at four different levels:

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company mission and vision,

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company strategy, product
strategy, and team goals.

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Let's define each of these.

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The company mission and vision

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summarize the reason
why your company exists.

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These should capture

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what your company is trying to
accomplish in the long-term.

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Usually, they're related to
creating value for the user

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by delivering a solution

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that improves their experience
in a meaningful way.

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In contrast, the company
strategy includes the things

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that your company is trying to achieve

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in the short to medium term.

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The product strategy

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encompasses specific goals to the product

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that will help advance
the company strategy.

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The product strategy may
be the primary component

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of the company strategy

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if the company is product-led.

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That means the product

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is the most important
piece of the company.

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However, this is not always the case.

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Companies can be distribution-led,

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marketing-led, or sales-led,

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depending on what they prioritize.

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Finally, the team's goals

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should tie back to the product strategy

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and overall company strategy.

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Your project should directly support

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one or more of your team's goals

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and you should be able to
understand the degree of impact

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your project will have
on those specific goals.

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We can start to apply

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the Feature Opportunity
Validation Framework

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to a real feature opportunity
investigated at Lyft

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a few years ago.

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A PM on the Driver Experience team

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was interested in
evaluating an opportunity

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to improve a driver's
end-of-session experience

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as they tried to get back to
their original destination.

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This PM started by
grounding the opportunity

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in the four levels of strategic fit.

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Lyft's mission is to
improve people's lives

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with the world's best transportation.

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The company's vision

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is to change the way the
world works, ride by ride.

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Lyft envisions a world where
cities feel small again

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and where transportation and
tech bring people together

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instead of apart.

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To directly support
that mission and vision

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in the near term,

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the company strategy
focuses on providing drivers

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with flexible earning opportunities

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and offering riders faster and
more affordable alternatives

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to personal vehicle use while
saving them time and money.

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Lyft is a product-led company,

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so the product strategy directly overlaps

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with the company strategy.

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The most relevant piece for
this particular opportunity

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is the driver strategy:

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to empower drivers with
flexible earning opportunities

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that work for them.

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And finally, the Driver
Experience team's goal

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was to help drivers get more
value out of the Lyft app

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and improve their experience using it.

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It's not uncommon to be
missing one of these steps,

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even after conducting
the manager briefing.

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For example, your company

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may not have a clearly
articulated product strategy yet.

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However, your job is to ask

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and make sure you get as much as you can

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during the manager briefing.

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Continue to work with your manager

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over the course of the project

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to understand how your project ladders up

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to the company's objectives
as things evolve.

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The next step is to evaluate user value.

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This part of the manager briefing

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allows you to understand the hypotheses

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the leadership team and your manager

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have already made about
the user and their problem.

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There are four questions

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that make up a holistic user hypothesis.

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Who is the user?

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What problem are we
trying to solve for them?

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Why is that problem important to the user?

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What does success look like for the user,

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and how will we measure it?

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Let's walk through each
of these in more depth.

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First, who is the user?

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This is an initial hypothesis
of who your target user is.

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You can think of this in two categories:

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demographics or firmographics

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and product behaviors.

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We'll use demographics

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to identify our customers in a B2C setting

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and firmographics in a B2B setting.

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Demographics can include things
like age, gender, ethnicity,

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income, level of education,

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occupation, and family structure.

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Firmographics can include
industry, location,

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annual revenue, company
size, company type,

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or employee/executive title.

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And product behaviors include things,

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such as freemium versus paid users,

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desktop versus mobile users,
or users versus non-users.

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The second question
regarding user value is:

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What is the problem we're
trying to solve for them?

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There are two things to evaluate

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when articulating the user problem.

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First, the problem area.

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This is where the challenge occurs

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for the user of the product.

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Some key problem areas you can evaluate

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include a specific job to be done,

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cost, accessibility,
performance, and integration.

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The second thing to
evaluate is the signal.

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For every problem,

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you need concrete evidence
that shows this might be true.

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For example, there may
be in-product signals

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or user quotes regarding the issue.

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The next question to ask is:

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Why is that problem important to the user?

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The importance of a problem
can be measured in three ways.

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The first is severity.

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That means what are the
pain points the user has

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due to the current problem?

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How painful are they?

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You can use a simple scale
of low, medium, or high.

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The second measure of importance

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is the number of users
impacted by the problem.

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This can be an exact number

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or a relative measure of
how large the group is

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compared to your full user base.

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And the third measure of
importance is alternatives.

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What alternatives or
workarounds are users employing

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to solve the problem today?

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How do these alternatives
solve the problem for them?

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Where do they fall short?

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Finally, ask:

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What does success look like for the user?

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How will we measure it?

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Success can be measured

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both qualitatively and quantitatively.

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Qualitative success describes improvement

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from the lens of the user.

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How will the user's experience improve

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if you solve their problem?

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Quantitative success uses company metrics

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such as adoption or sentiment ratings

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to determine the success of the project.

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A crucial but often overlooked
step of defining success

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is articulating non-goals.

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Since no solution can solve every problem,

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it's also important to
articulate the problems

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that you are not trying
to solve for your users.

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Let's start building out our
user value hypotheses for Lyft,

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beginning with the first question:

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Who is the user?

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The target user

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for this Driver Experience
opportunity is drivers,

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but the team specifically wanted to focus

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on part-time drivers

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who live in rural and suburban areas

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and commute into busier
areas to drive for Lyft.

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The team believed that
these particular drivers

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experienced end-of-session
challenges most frequently

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and found them the most painful.

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The problem area is a
specific job to be done:

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drivers getting back to
their desired destination

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at the end of a driving session.

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At the time, drivers,

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especially those that
lived in less busy areas,

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often struggled to pick up a rider

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who was headed in a
similar direction to them.

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What's more, drivers couldn't
see the rider's destination

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until after they had
arrived at the pickup spot,

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at which point they might
discover that the rider

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is not going in the same
direction as they are.

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The signal that first prompted
the Driver Experience PM

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to look into this opportunity

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was high cancellation rates
for end-of-session rides.

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A high cancellation rate

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indicated that drivers weren't satisfied

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with the rides they were getting,

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and that there may be room

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to improve this part of the experience.

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Next, the Lyft PM had to determine

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why this problem was important

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by estimating the severity,
number of users impacted,

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and effectiveness of alternatives.

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The PM rated the severity
of the problem is high

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because cancellations are a big pain point

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for both passengers and drivers.

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For passengers, these late cancellations

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created an extremely frustrating

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and time-consuming rider experience.

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For drivers, the experience
was frustrating and costly

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since they had to waste time and gas

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getting to the pickup spot
only to cancel the ride,

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earning no income along the way.

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The users impacted were all drivers

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who live in rural and suburban areas

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and commuted into urban
areas to drive for Lyft.

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At the time, these drivers made up

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about 75% of Lyft's driver population.

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The alternatives they had at the time

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were simply to turn off the app

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and drive home without earning any income

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or continue canceling
until they found a rider

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going in the same direction as them.

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Neither of these options
was an ideal alternative

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that supported the team's goal

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of helping drivers get
more value out of Lyft.

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Finally, the Lyft PM hypothesized

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the qualitative and quantitative impact

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of solving this problem for drivers.

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Qualitatively, a successful
feature would enable drivers

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to more easily find

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and get paired with rides
to their destination,

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improving their end-of-session experience.

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Quantitatively, the PM would
want to see this show up

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in lower cancellation rates,

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as well as higher driver
earnings and supply.

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In other words, more
driver hours spent online.

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One key area that the PM was
not prioritizing at this time

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was allowing drivers to
create route preferences

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beyond commuting to
their final destination.

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Doing so would've expanded
the scope of the project

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and the time required to complete it.

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While route preferences

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were a potentially interesting
area to explore later,

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the focus of this project
was to ship a solution

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that addressed the
end-of-session pain point.

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Putting all of this together,

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we now have a hypothesis
for how this opportunity

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will deliver value to Lyft's drivers.

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Now, let's move to the third
part of the manager briefing:

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understanding the
business value hypothesis.

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There are three questions
we need to answer

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to build our business value hypothesis.

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Which key stakeholders
contribute to business value

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and what are their alignment needs?

00:11:43.080 --> 00:11:44.970
What does success look
like for the business

00:11:44.970 --> 00:11:46.890
and how will it be measured?

00:11:46.890 --> 00:11:49.980
And how does success for this
project tie to the team goals,

00:11:49.980 --> 00:11:53.640
product goals, and broader
strategies of the company?

00:11:53.640 --> 00:11:55.590
The first question to answer is:

00:11:55.590 --> 00:11:58.380
Which key stakeholders
contribute to business value

00:11:58.380 --> 00:12:00.660
and what are their alignment needs?

00:12:00.660 --> 00:12:02.550
Stakeholders include decision makers,

00:12:02.550 --> 00:12:04.770
such as your product leadership team,

00:12:04.770 --> 00:12:07.320
executives, and founders.

00:12:07.320 --> 00:12:09.480
The business value delivered
through your project

00:12:09.480 --> 00:12:11.970
must align with their expectations,

00:12:11.970 --> 00:12:13.980
but beyond these decision makers,

00:12:13.980 --> 00:12:15.180
there are other functions

00:12:15.180 --> 00:12:17.490
that support the delivery
of business value,

00:12:17.490 --> 00:12:20.940
such as customer service,
sales, or marketing.

00:12:20.940 --> 00:12:22.500
These teams need to be informed

00:12:22.500 --> 00:12:24.690
of the feature's progress and outcomes,

00:12:24.690 --> 00:12:26.340
so that they can support the project

00:12:26.340 --> 00:12:28.920
and the business value it delivers.

00:12:28.920 --> 00:12:30.600
Next, you need to answer:

00:12:30.600 --> 00:12:33.210
What does success look
like for the business?

00:12:33.210 --> 00:12:34.830
Again, you'll want to estimate this

00:12:34.830 --> 00:12:37.470
both qualitatively and quantitatively.

00:12:37.470 --> 00:12:39.990
Qualitatively, you can
describe the improvement

00:12:39.990 --> 00:12:42.060
you want to make to the business.

00:12:42.060 --> 00:12:43.740
For quantitative success,

00:12:43.740 --> 00:12:45.720
make sure to choose appropriate metrics

00:12:45.720 --> 00:12:47.670
to measure the improvement.

00:12:47.670 --> 00:12:48.844
Common quantitative metrics

00:12:48.844 --> 00:12:52.470
include revenue,
retention, and activation.

00:12:52.470 --> 00:12:55.650
It's also important to
articulate non-goals.

00:12:55.650 --> 00:12:57.765
For business value, non-goals or metrics

00:12:57.765 --> 00:13:00.150
that the leadership
team should avoid using

00:13:00.150 --> 00:13:02.790
to measure the success of the project.

00:13:02.790 --> 00:13:04.020
Your project might deliver value

00:13:04.020 --> 00:13:06.750
against these metrics as a byproduct

00:13:06.750 --> 00:13:09.750
or set foundations to do so in the future.

00:13:09.750 --> 00:13:11.848
However, the project
should not be expected

00:13:11.848 --> 00:13:15.423
to deliver value against these
metrics to be successful.

00:13:16.320 --> 00:13:18.860
Finally, how does the
success of this project

00:13:18.860 --> 00:13:21.540
tie to the team goals, product goals,

00:13:21.540 --> 00:13:24.120
and broader strategies of the company?

00:13:24.120 --> 00:13:26.820
After defining what business
value success looks like

00:13:26.820 --> 00:13:29.490
both qualitatively and quantitatively,

00:13:29.490 --> 00:13:30.890
it's important to ensure this aligns

00:13:30.890 --> 00:13:33.879
with the four strategic fit
elements we discussed earlier

00:13:33.879 --> 00:13:35.910
in this lesson.

00:13:35.910 --> 00:13:37.560
Let's answer these three questions

00:13:37.560 --> 00:13:40.590
for the Lyft Driver
Experience opportunity.

00:13:40.590 --> 00:13:42.870
Key decision makers
were product leadership,

00:13:42.870 --> 00:13:45.360
as well as the driver and matching teams.

00:13:45.360 --> 00:13:48.060
These were the stakeholders
that needed to be fully aligned

00:13:48.060 --> 00:13:49.590
with the feature's business value

00:13:49.590 --> 00:13:51.810
before development could begin.

00:13:51.810 --> 00:13:53.790
They were also critical
to keep in the loop

00:13:53.790 --> 00:13:56.040
if the business value hypothesis changed

00:13:56.040 --> 00:13:58.290
at any point in development.

00:13:58.290 --> 00:14:01.156
The informed group included
customer service, marketing,

00:14:01.156 --> 00:14:03.600
and the Lyft community team.

00:14:03.600 --> 00:14:06.240
While these teams didn't
necessarily need to sign off

00:14:06.240 --> 00:14:09.840
on the business value hypothesis
before development began,

00:14:09.840 --> 00:14:11.010
it would be critical for them

00:14:11.010 --> 00:14:13.950
to understand what the
feature aimed to accomplish,

00:14:13.950 --> 00:14:16.530
so they could support
driver awareness, adoption,

00:14:16.530 --> 00:14:19.770
and engagement with the
feature once it was launched.

00:14:19.770 --> 00:14:22.770
The Driver Experience team's
qualitative business goal

00:14:22.770 --> 00:14:25.320
was similar to the qualitative user goal:

00:14:25.320 --> 00:14:27.660
improve the Driver Experience.

00:14:27.660 --> 00:14:29.970
To define quantitative business goals,

00:14:29.970 --> 00:14:30.870
the team considered

00:14:30.870 --> 00:14:33.690
how improving the drivers'
end-of-session experience

00:14:33.690 --> 00:14:36.360
might positively impact the business.

00:14:36.360 --> 00:14:37.749
Minimizing empty return trips,

00:14:37.749 --> 00:14:40.350
and therefore increasing driver earnings,

00:14:40.350 --> 00:14:42.750
was known to improve driver retention,

00:14:42.750 --> 00:14:45.930
so this was one metric
the team hoped to impact.

00:14:45.930 --> 00:14:47.795
Cancellation rate was
another business metric

00:14:47.795 --> 00:14:49.230
that the team believed

00:14:49.230 --> 00:14:52.410
would be significantly
impacted by this opportunity

00:14:52.410 --> 00:14:53.869
because it was the primary alternative

00:14:53.869 --> 00:14:57.093
that drivers had at the time
to address this problem.

00:14:57.930 --> 00:14:59.820
A non-goal that the team agreed upon

00:14:59.820 --> 00:15:01.800
was directly driving revenue,

00:15:01.800 --> 00:15:04.230
primarily because measuring
the impact on revenue

00:15:04.230 --> 00:15:05.400
would be difficult,

00:15:05.400 --> 00:15:07.481
especially for a moderate
supply side initiative

00:15:07.481 --> 00:15:09.480
like this one.

00:15:09.480 --> 00:15:11.274
Instead, the team would track the impact

00:15:11.274 --> 00:15:13.290
on cancellation rate,

00:15:13.290 --> 00:15:15.598
an input to revenue that
was more easily measurable

00:15:15.598 --> 00:15:18.300
and trackable by the team.

00:15:18.300 --> 00:15:20.841
Lastly, it was clear that
the business value impact

00:15:20.841 --> 00:15:23.460
laddered up directly to company strategy,

00:15:23.460 --> 00:15:25.470
mission, and values.

00:15:25.470 --> 00:15:28.980
Improving drivers' ability to
earn income on their way home

00:15:28.980 --> 00:15:31.260
directly served product and company goals

00:15:31.260 --> 00:15:32.670
around empowering drivers

00:15:32.670 --> 00:15:34.830
with flexible earning opportunities,

00:15:34.830 --> 00:15:36.750
which then laddered up to Lyft's vision

00:15:36.750 --> 00:15:40.203
of using tech and transportation
to bring people together.

00:15:41.250 --> 00:15:42.870
That wraps up the manager briefing

00:15:42.870 --> 00:15:46.440
for Lyft's new Driver
Experience feature opportunity.

00:15:46.440 --> 00:15:48.870
We'll continue refining
this Lyft opportunity

00:15:48.870 --> 00:15:51.720
in the Refining Business Value section.

00:15:51.720 --> 00:15:53.280
As a reminder, your manager

00:15:53.280 --> 00:15:55.710
may not have all the
answers to these questions,

00:15:55.710 --> 00:15:57.120
and that's okay.

00:15:57.120 --> 00:15:59.040
Get as much information as you can

00:15:59.040 --> 00:16:01.020
during the manager briefing.

00:16:01.020 --> 00:16:03.600
Your next job is to
refine this information

00:16:03.600 --> 00:16:06.210
and answer some of those unknowns.

00:16:06.210 --> 00:16:08.670
We've now used the feature
opportunity framework

00:16:08.670 --> 00:16:10.020
to run a manager briefing

00:16:10.020 --> 00:16:13.860
and define user value and
business value hypotheses.

00:16:13.860 --> 00:16:15.540
You can add your own hypotheses

00:16:15.540 --> 00:16:17.610
to the Manager Briefing template.

00:16:17.610 --> 00:16:19.140
We'll refine these user value

00:16:19.140 --> 00:16:22.593
and business value hypotheses
in the next two sections.