Speaking @ NASCAR Fuel for Business

I shared my thoughts on how technology and sports are converging on TV at a recent conference. It was hosted by NASCAR and Comcast for businesses involved in the sport and hit a range of interesting topics. 

Video highlights (6 min):

My talk focused on the four main vectors that I believe bringing sports fans closer to the action while at home:

  • Video: Quality overall thru things like 4K HDR and changing the viewing angle of the event (as done by NBC Sports in Olympics)
  • Stats: Visualizing stats better to give you more context around the action
  • Personal: Follow your favorite teams/athletes and never miss a moment thru targeted notifications
  • Social: How social players are connecting fans to the action on their platforms (e.g. Facebook Stadium, Twitter Moments)

Tweet from event host:

Spoke at NASCAR event on how sports and technology are converging to bring fans ever closer to the action at home.

Getting Products out from under the MIDDLE of the Bell Curve and Exceeding Expectations (SVPMA)

Given the key role Product Managers play in creating the environment for their teams… what must they do to avoid the bell curve of mediocre products that unfortunately are the norm? I shared my perspective as the guest speaker at the SVPMA (Sept 3, 2014) based on my own experiences and other authors/speakers that I trust.

Presenting @ SVPMA

I discussed specific ways to set clear goals and establish the right metrics. Dipping into my eBay days, I shared a little known story of the importance of asking for forgiveness rather than permission in driving innovation that resulted in the launch of the eBay iPhone app.

Some other takeaways from this talk include:

  • How to focus on the right, few, customer adoption metrics (e.g. AAARR). More is often not better and can distract from the main goal
  • How defining your product’s purpose often improves working relationships with designers and engineers so you aren’t left arguing about the “what” or the “how
  • How to avoid getting in the executive micromanagement web especially if they are distracted by the “flavor of the month” or “pet feature” ideas
  • How to drive stealth projects or go through quick business case or product prototyping within a big company.

I was pleased to host the event at Comcast Silicon Valley where I work.

A full review of the talk posted on the SVPMA website.

Given the key role Product Managers play in creating the environment for their teams… what must they do to avoid the bell curve of mediocre products that unfortunately are the norm? I shared my perspective as the guest speaker at the SVPMA (Sept 3, 2014) based on my own experiences and other authors/speakers that I […]

Running an Innovation Center at a Fortune 500 Company

I recently spoke on how to run an innovation center within a large company at both the Lean Startup conference in SF and the Strategic Planning Innovation Summit in NYC. As part of the leadership team running the Comcast Silicon Valley Innovation Center, I’ve learned a lot about what works and what doesn’t especially within a BIG company.

How can you apply Lean Startup principles at your company? I have 6 pieces of advice:

  1. Ask for forgiveness, not permission
    The eBay mobile app almost didn’t get built as the mobile team was restructured away shortly before Apple announced the App Store in 2008. By “hiding” a small team of people building MVP (Alan Lewis, Ken Sun, Karlyn Neal) enough momentum was established that the Exec team went along.
  2. Build credibility thru projects–then scale
    The Comcast Silicon Valley Innovation Center was built out of an earlier acquisition made a couple years earlier in Plaxo. By running projects under the Plaxo brand and then Comcast Labs, credibility in the approach was established with the executive team. Over time its scaled to include higher profile projects, such as SEEiT.
  3. Don’t just swing for homeruns
    We take a VC mindset for “funding” concepts at the center. Ideas can come from anywhere (often Hack Days) and get evaluated using a Lean Canvas. Receiving “Seed” funding means we might assign a few engineers for a month or so. If they prove their hypothesis they might get “Series A” funding where they could build an MVP. Meanwhile we’re always looking for an “exit” which could be an “acquisition” from another internal business unit–so a solid “double” in baseball helps offset the “strikeouts” that might occur.
  4. Adapt Lean Canvas for your company
    I adapted Ash Maurya’s Lean Canvas to better fit within the enterprise. Cost included the number of FTEs / time and Revenue includes indirect improvements to retention/acquisition. Finally a new cell was added for “Strategic Fit” which evaluates how well the concept fits within the corporate strategy and who on the Exec team will sponsor it.
    leancanvas_adapted
  5. Watch out for corporate antibodies
    Organizations are just like the body and will attack what they see as “foreign objects” (different ways of doing things). You need to be aware of who’s toes you might be stepping on and building allies at the exec level is important. It’s also helpful to understand resource allocation is often a “zero-sum-game” so don’t scale your resources too fast or they become a target for others looking for funding.
  6. Use vanity metrics (but don’t believe them)
    As you analyze using rate-based metrics that ruthlessly look at acquisition, activity, and retention is the only way to go. However its important that you present your product fairly alongside others at the company. Shining a bright light on all things wrong with your project may not give you the time you need to pivot and get it where you want it to go. So occasionally, its useful to share “vanity metrics” alongside the equivalents of other products at your company. 😉

Here’s some of my favorite tweets about my talk:

Photo taken by @RedHatInnovate

Photo taken by @RedHatInnovate

https://twitter.com/IE_ClaireW/status/408634548432691200

As with the rest of this blog, the above are my personal views and not that my employer. 

I recently spoke on how to run an innovation center within a large company at both the Lean Startup conference in SF and the Strategic Planning Innovation Summit in NYC. As part of the leadership team running the Comcast Silicon Valley Innovation Center, I’ve learned a lot about what works and what doesn’t especially within a BIG company. […]

Why Design Matters – P&G

I recently was invited to speak at P&G headquarters in Ohio on “Why Design Matters”. It was a leadership summit of their Global Business Services division which supports all the brands and employees worldwide. For me it was a great chance to reflect on what aspects I see as critical to design and what can get in the way.

View more presentations from Preston Smalley on Slideshare.

I recently was invited to speak at P&G headquarters in Ohio on “Why Design Matters”. It was a leadership summit of their Global Business Services division which supports all the brands and employees worldwide. For me it was a great chance to reflect on what aspects I see as critical to design and what can […]

Why Design Matters – P&G

I recently was invited to speak at P&G headquarters in Ohio on “Why Design Matters”. It was a leadership summit of their Global Business Services division which supports all the brands and employees worldwide. For me it was a great chance to reflect on what aspects I see as critical to design and what can get in the way.

Here are the slides. I plan on adding the audio slidecast soon.
UPDATE 6/15: Slidecast now available.

View more presentations from Preston Smalley.

I recently was invited to speak at P&G headquarters in Ohio on “Why Design Matters”. It was a leadership summit of their Global Business Services division which supports all the brands and employees worldwide. For me it was a great chance to reflect on what aspects I see as critical to design and what can […]