Transparency, the foundation of a high-performance team

In the chapter on “Leadership tips for a product manager” in my book Product management: How to increase your software’s chances of success I talk about two leadership tips that a product manager, or any leader, should use to help his team perform better:

  • Explain the context: In order to have a more motivated and engaged team, it is important for people to know why they are doing something. Establishing the context helps a lot in the engagement of those involved with the product. They will understand its importance both for the company – which owns the product – and for its users.
  • Removing impediments: this is essential for people on the team to develop the product. This is important in order to have that delicious feeling of progress, that we are doing something, building something.

In order to explain the context, it is essential to be transparent, explain the company numbers, explain the motivations behind each decision, add the team to the decision process. I always try to at the team in the decisions and, in order to do this, it is very important to be transparent about the context in which the decision will be made.

One example I like to give is team structure management, which I will talk about in more detail in the part about Tools. To define and evolve the team structure, I usually do this together with the leaders of my team. We meet periodically – monthly or more frequently, if necessary – to assess the team structure, whether we need to bring more people to the team, and whether we have the budget to bring them in. This kind of conversation can only be done if I clearly show what budget is available. In other words, transparency is required.

Transparency in the management of companies seems modern, but it has existed for some decades. I will tell you about two interesting cases from the 1980s, one at an American company Springfield ReManufacturing Corp (SRC), and the other at a Brazilian company called Semco, both industries. Therefore, the vanguard of participatory management.

Open book management

Just as there is the concept of open source for software development and distribution in conjunction with its source code, there is a concept in administration called open-book management. This concept was created by Jack Stack, who wrote the book The Great Game of Business: The Only Sensible Way to Run a Company on how he applied this concept at Springfield ReManufacturing Corp (SRC), an equipment manufacturer in Springfield, Missouri.

The concept is simple. The company’s financial reports must be open to all employees so that they serve as input for more conscious decision-making in their daily lives. The basic rules are:

  • Give employees the training they need to understand financial information;
  • Give employees all financial information;
  • Give employees responsibility for the numbers under their control;
  • Give employees financial participation in the company’s results.

Obviously you can’t practice open-book management overnight, but this concept makes a lot of sense for any company. In its simplest form, it is a way of running a company that makes everyone focus on helping the business succeed. The goals and responsibilities of employees are directly linked to the company’s success. Jack Stack teaches all employees what is critical to success and how they can make a difference, both individually and as part of a team. Employees know and understand how each one contributes to the company’s financial performance, in order to truly understand the functioning of the business.

SRC was created in 1983 when 13 International Harvester employees bought a portion of that company that rebuilt truck engines, with $ 100,000 of its own money and $ 8.9 million in loans, with the aim of saving 119 jobs. The stock price in 1983 was $ 0.10 and increased in 1988 to $ 13 per share. In 2015, the share was worth more than $ 199.

Clóvis Bojikian, former director of HR at Semco, on how to implement organizational democracy

In August 2008, I had the opportunity to meet and talk to Clóvis Bojikian, HR director at Semco since the early 1980s. He worked with Ricardo Semler to implement the participatory management structure that made Semco one of the largest Brazilian companies success in the world.

I will briefly tell you what Clóvis said:

Defining the context – Semco

Clóvis started by telling us a little about Semco, a successful company for 25 years. Its main product was marine hydraulic pumps. The main concern was the diversification of the product portfolio since the shipbuilding industry was struggling. Diversification was being done through:

  • new licenses: to produce and sell other products such as mixers and agitators;
  • acquisition of Brazilian companies that were operated by multinationals: refrigerators and cleaning machines are examples;
  • joint ventures: this is how Semco entered the service business. Industrial maintenance, building conservation, inventories are some examples.

With this diversification, in 20 years, the company has grown from 300 to 4,000 employees.

Define context – Clóvis Bojikian

Clóvis graduated in pedagogy. Some time later, he studied business administration. He first worked as director of the “Colégio da Aplicaçãona USP”, a very famous experimental school in the 1960s where new teaching methods were tried, one of the most advanced schools of his time. He left due to some pressure during the military dictatorship that started in 1964. Then he joined Ford, at the time with 4,000 employees, as an HR manager. Ford was acquiring Willys, a car manufacturer with 16,000 employees. There was little freedom for the HR professional to work (“on a winning team nobody wants to make changes”), so he decided to leave and join KSB Hydraulic Pumps, where he could try out some ideas he had. But due to a CEO change, freedom has decreased. At that time, Clóvis went to talk to Ricardo Semler, it was “many hours of conversation”, as Clóvis pointed out. Ricardo was only 22 at the time and had just assumed the presidency of Semco. He was looking for an HR professional who could help him implement the participatory management concepts he was thinking about. Clóvis, 48, loved this conversation and the synergy with Ricardo and decided to assume the responsibility of managing Semco’s HR.

The roots of participatory management

Semco is a factory and, like any other factory, workers did not like to go to work. Every week they counted the hours until the next weekend. That was Clóvis’ main challenge: “How do we motivate people?” Some findings from Clovis:

  • Nobody motivates anyone.
  • Motivation comes from the person.
  • We need to create conditions for people to feel motivated.
  • The people who have shown the most interest in the job are those who “are in charge”.

And his conclusion, based on these findings, was that:

The most motivated people are the ones who participate the most.

This is easy to understand. People who are “in charge” are the people who participate most in business by making decisions and following the results of their decisions. More participation means more interest and more motivation.

Exercising participation

To exercise participation, Clóvis recommends starting with simple situations that are not essential to the business. He gave two examples from Semco:

Employees’ restaurant: employees usually complained about the restaurant to HR personnel. This complaint was documented and analyzed by HR, but action was not always taken. One day, HR decided to return the complaint with a question: “What would you do to change that?” The claimants were dazzled and, on the recommendation of HR personnel, formed a committee to study what could be done better. The committee ended up having very good ideas and returned to the HR staff, who asked: “Did you talk to the restaurant staff about your suggestions?” They went to the restaurant, discussed the suggestions, and again went back to the HR people, who just said, “Okay, go ahead and implement your suggestions”. Since then, the restaurant has been managed by the restaurant itself, with support from the staff committee, without interference from HR personnel.

Employee uniform: the inventory of employee uniforms was running low and a new purchase was needed. Instead of just placing an order with the supplier of more uniforms, they decided to make an election with the employees to decide the color of the uniform. Remember, we are talking about the 1980s, elections were not very common at that time in Brazil. Some directors did not like the idea of ​​the election because it would take time and probably be a mess, but the fact that democracy was being exercised in a situation unrelated to the main business started the experiment. Two colors had many votes, and the officials themselves proposed to hold a second election, using only these two colors. Finally, one was chosen.

Traci Fenton of WorldBlu, an organization that fosters participatory management, once remarked that this is the concept of leadership distribution, distribution of decision making in a way that makes sense. This shared decision-making process can be slower. But the execution is much faster. And the reason for that is that people participated in the decision. They have ownership in that decision. They want to see success. And that’s what makes execution so much faster. And this is where most companies fail to execute.

The next step – closer to core

Some time later, employees began to define their own production goals, which are usually higher than those previously defined by executives.

This shows how, when we start exercising participatory decision-making with issues unrelated to the core business, it is easy and natural to start moving towards decisions closer to the core of the business.

In Brazil, there are holidays on Tuesdays, Wednesdays, and Thursdays that people like to connect at the weekend to have a longer holiday. The famous “holiday amendment”. It is usually the company’s decision to define who will amend the holiday and who will work on that holiday to offset an amendment from a previous holiday. After the experience of the previous participatory decision-making process, the employees themselves started to decide and control their holiday amendments.

The next step at Semco was the design of the new roles, responsibilities, and compensation plan. It was written entirely by employees with the facilitation and help of HR personnel. When the plan was finally implemented, not only did everyone know the wages of others, but everyone understood why those wages were that way and were in full agreement with that.

Another interesting example of participatory decision-making was the hiring of a new manager. Instead of being interviewed only by HR personnel and the director, the manager was also interviewed by other managers and the team he would lead. The chosen manager had a great start, as he was known not only to his director but also to all the people he would work with. Semco also conducted 360º assessments for employees to analyze their leaders.

To enable employees to understand more of the entire business, they decided to move from the assembly lines to small cells responsible for the entire part. At that point, Semco considered that it had a participatory management structure and decided to move on to the next step.

The final step – a slice of the results

And Semco was ready for the final step, profit sharing. Semco’s owners decided to give twenty-one percent of the profit to employees and everything else was decided in a participatory manner. Employees created a set of principles. One of the basic principles goes something like this: “It is not enough to be transparent, you need to educate”. The idea is that not only are all company numbers open to all employees, but all employees must be trained to be able to read those numbers. The income statement, P&L and cash flow require some knowledge to be read and understood. This is the basis of the open-book management that I mentioned earlier.

Every month they hold a meeting at Semco to discuss the results and some very interesting situations happened during these meetings. One day, an employee questioned why executives always had to stay in five-star hotels. Wouldn’t it be possible to stay in four-star hotels from time to time? In another monthly report review, another employee noted that Semco spent money painting the factory in a month when employees had some free time and they could have painted the factory themselves.

At that point, Semco implemented flexible work schedules and workplaces, even allowing work to be done at home. I remember again that this happened in the 1980s, more than 30 years ago. Since everyone has an interest in the company’s success, it is possible to implement this policy. Of course, it should be adopted where it makes sense. For example, it doesn’t make sense for a receptionist to work from home. But if there are two receptionists to cover a certain period of time, they can and should decide with each other when each should be present.

Participatory management in a crisis

At one point, Clóvis told about a crisis at Semco, in the years of President Collor (1990 – 92), when the market was abruptly opened to foreign companies. This impacted Semco and forced them to do a downsize, which is always painful. Clóvis discussed with employees how they wanted to do the downsize and the employees said they would provide a list of people who should not be fired either for age or personal reasons and told managers that, by preserving the people on that list, managers could select who should be waived on the basis of technical criteria. Two things we can see in this episode:

  • Even in a crisis, there is no need to abandon management innovations, such as participatory management. It is a good test for innovation in management, to see if it is capable of dealing with the crisis in question. In this case, participatory management was able to face the need for layoffs due to a market crisis.
  • There are many numbers between 0 and 1, that is, it is not a matter of delegation or non-delegation. There are intermediate options, there are decisions that workers are willing to face and others that they do not want to face, and each problem will require a different combination.

Concluding the conversation

At the end of the conversation, Clóvis commented that it takes courage to implement participatory management in a company. Mistakes will happen and we must learn from them, but the end result, a company full of employees happy to go to work every day, is worth all the risks.

I asked him to tell us about a mistake or a time when he thought that perhaps this whole process of participatory decision-making might not be a good idea.

He told us a very interesting story about the payroll time clock system. All employees had to check in on arrival at work, check out and check in during lunch and check out again at the end of the working day. But it was a control of what is regular, and what a company really needs to know is what is irregular (overtime, delays, absences). HR opted to change the time clock system so that the employee only reports overtime, delays, and absences. Most importantly, the employee should report directly to the system. She didn’t need to explain anything to the boss. In the first month, everything went well, but in the second month there were frauds, people did not report irregularities in working hours correctly. They were taking advantage that no one was checking the information. Very concerned, HR personnel discussed the matter with a group of employees in charge of this new system. The answer was, “Leave it to us!” After this conversation, the system worked very well with no reported or perceived fraud. Clóvis commented that the collaborators realized that “the more freedom we have, the more responsible we have to be” and acted accordingly, to maintain their freedom.

My view on the importance of transparency in leadership

Without transparency it is not possible to define the context. In my experiences, I have always sought to increase the transparency of information about the company (how are the numbers, what are the processes) and the participation of people from my teams in the decision-making process.

When seeking to increase the transparency of information about the company, helping people to understand the numbers as well as the company’s processes, I want to give the team all the necessary information so that they can know the context where they are inserted and thus understand the motivation and the impact of your work. It is very difficult for someone to do quality work without being clear about why that work needs to be done and what impact it will have on the company, its employees, and its customers.

When I seek to increase the participation of people on my teams in the decision-making process, I do so for two reasons. First, I believe that everyone has the right to make decisions about their own work, which is why the transparency of information about the company is so important. Without this information, it is difficult for anyone to make good decisions. The second reason is that when people are involved in the decision-making process, their commitment to the result is much greater. Consequently, the chances of getting good results increase considerably when people participate in the decision-making process.

Summing up

  • Every leader, to help her team perform better, needs to explain the context and remove impediments.
  • In order to explain the context, it is essential to be transparent, explain the company numbers, explain the motivations behind each decision, add the team to the decision process.
  • Transparency in the management of companies seems modern, but it has existed for some decades. Two interesting examples come from the 1980s. One at an American company called Springfield ReManufacturing Corp (SRC), which created the concept of open-book management. The other is a Brazilian company called Semco, by Ricardo Semler, where Clóvis Bojikian, its HR director, implemented participatory management. Both are from the 1980s and are industries, that is, the vanguard of participatory management.
  • With transparency, it is possible to give people the necessary information so that they understand the context and motivation of the work they are doing and are able to make better decisions about that work.

In the next chapter, we will understand why diversity is so important for the success of the product development team.

Missing something?

So, did you miss something in this chapter? What else would you like me to cover?

Digital Product Management Books

Do you work with digital products? Do you want to know more about how to manage a digital product to increase its chances of success? Check out my Digital Product Management bundle with my 3 books where I share what I learned during my almost 30 years of experience in creating and managing digital products:

  • Startup Guide: How startups and established companies can create profitable digital products
  • Product Management: How to increase the chances of success of your digital product
  • Leading Product Development: The art and science of leading digital products

Guia da Startup agora é Gyaco / Guia da Startup now is Gyaco

Português

Guia da Startup foi um blog que criei em 2012 quando eu estava escrevendo o meu primeiro livro. Eu trouxe todo o conteúdo para esse novo site, onde centralizarei todo o meu conteúdo.

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Para quem quiser ver esse conteúdo em português, aqui está o link da tradução automática do Google Tradutor. Você também pode acessar os artigos escritos em português.

English

Guia da Startup was o blog I created back in 2012 when I was writing my first book. I brought all the content to this new site, which is where I will centralize all my writing.

If you want to get notified about new content, just subscribe to my newsletter:


For those who want to access the content in Portuguese, you can access Google Translate automatic translation. Also, there are many articles written in Portuguese.

Digital Product Management Books

Do you work with digital products? Do you want to know more about how to manage a digital product to increase its chances of success? Check out my new bundle Digital Product Management with my 2 books where I share what I learned during my almost 30 years of experience in creating and managing digital products.

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Combatendo o sedentarismo na prática!

Quinta-feira passada eu fui à Drogasil usando uma camiseta do Gympass. Depois que a moça me trouxe o remédio, ela me perguntou se eu trabalhava no Gympass. Ela explicou que baixou o aplicativo porque foi informada que recebeu esse incrível benefício da empresa em que trabalhava, mas não achou os preços tão atraentes.

Eu a ajudei a se inscrever novamente no app, pois ela havia se inscrito como se não fosse uma funcionária da Drogasil, então não estava se beneficiando dos descontos que a Drogasil estava dando a ela como parte do benefício Gympass. Quando ela viu os incríveis preços que a Drogasil e o Gympass criaram para poder dar a ela a a todos os funcionários da Drogasil a uma incrível rede de milhares de academias, ela ficou impressionada e muito feliz! Sua colega, que não conhecia o benefício corporativo Gympass, se interessou, mas nos desafiou a encontrar academias perto de seu bairro, Parelheiros. Não encontramos apenas uma, mas mais de cinco, incluindo uma que ela conhecia. Ela ficou tão animada que se inscreveu imediatamente.

Então veio a gerente. Fiquei preocupado porque talvez eu estivesse distraindo os funcionários e fossemos levar algum “bronca”. Foi quando ela perguntou “por que vocês não me convidaram para essa conversa sobre academias? Quero saber mais!” (:

Foi muito bom praticar meu novo propósito na linha de frente! (:

Se seu objetivo é melhorar sua saúde, mova seu corpo.

Se seu objetivo é se sentir melhor, mova seu corpo.

Se a sua empresa não te oferece Gympass, esse incrível benefício de bem-estar que oferece centenas de opções para você ser mais ativo e movimentar seu corpo, envie este link para seu amigo de RH:

https://www.gympass.com/corporate

#DefeatInactivity

Defeating inactivity in practice

Last Thursday I went to Drogasil using Gympass t-shirt. After I got my medicine, the girl who helped me asked if I worked at Gympass. She explained that she downloaded the app because she was informed that she received this amazing benefit from the company she worked for, but she didn’t find the prices so attractive.

I helped her sign up correctly. She signed up as a if she was not a Drogasil employee, so she was not benefiting from the discounts Drogasil was giving her as part of the Gympass benefit. When she saw the amazing prices Drogasil and Gympass were able to put together so she could access an incredible network of thousands of gyms, she got impressed and very happy! Her colleague, who was not aware of the Gympass corporate benefit, got interest, but dared us to find gyms close to her neighbourhood, Parelheiros. We found no only one, but more than five, including one that she knew. She got so excited that she signed up immediately.

Then came the manager. I got concerned because maybe I was distracting her employees. She asked “why didn’t you invited me to this interesting conversation about easy access to gyms?”.

It was so nice to practice my new purpose in the front line! (:

If your goal is to reduce your risk of death, move your body.

If your goal is to improve your health, move your body.

If your goal is to feel better, move your body.

If your company doesn’t provide you Gympass, this amazing wellness benefit that gives you hundreds of options to be more active and move your body, send this link to your HR friend:

https://www.gympass.com/us/corporate

#defeatinactivity

My new mission: to defeat inactivity

I’ve always enjoyed talking to people from different companies to get to know other contexts and the different problems they face. It is an opportunity to share what I’ve been learning over the years about software development management and to learn new ways to see things, as I explained in this article. I’ve been advising and mentoring – pro-bono and paid – for more than 8 years. When I returned to São Paulo in August I intensified my advisory conversations and talked with many interesting companies who are working to solve diverse and important problems.

One of these companies is Gympass, whose purpose is to defeat inactivity, one of the most serious problems of our age. Who haven’t heard the phrase that “sitting is the new smoking”? According to WHO Global Health Risk Report, 3.2 million people die every year due to physical inactivity. It’s the 4th leading risk factor for global mortality.

Gympass has offices and serves customers in 15 countries providing companies with a unique benefit they can offer their employees: access to more 38,000 gyms and studios in 6,280 cities around the world. As Jana taught me, this is a karma free business model, since it’s not replacing anyone and it’s not pushing customers to buy anything they don’t want or that may harm them. It delivers benefits to all users, companies and gyms.

During my advisory conversations with Gympass, we built their product vision:

With this product vision in hands, it is now clear the need to build a world class product development team to execute it. For this reason I accepted their invitation to join them and help them build this team to evolve their product so Gympass can continue in its mission to defeat inactivity.

I’m pretty sure I’ll learn a lot in this new journey!

And we are hiring! 

  • We are Brazilian!
  • We are global!
  • We are karma free!

Come join us: https://www.gympass.com/careers

Do you want to lead one of the world’s best product teams?

Two years ago I decided to move from São Paulo to Joinville to join ContaAzul. I described the decision making process in this article I wrote almost 2 years ago. Due to personal reasons I’ll have to go back to São Paulo and leave ContaAzul. This was one of the toughest decisions of my life because I really love the people I work with. As I described in the article I mentioned earlier I have a deep alignment with the purpose of helping small business owners succeed and with ContaAzul’s culture.

During my two years as CPO (Chief Product Officer) we learned a lot together. We were able to translate ContaAzul’s purpose into our strategy to transform our product into an easy-to-use online platform connecting small businesses with their accountants and all tools they need to organize their business and be successful, which is now our product vision:

I use this product vision as part of presentations (in Portuguese) I give at some software development conferences in Brazil (TDC, Agile Brasil, Agile Trends, QCon among others) to present and explain product management to the software community as well as to improve ContaAzul’s employer branding.

This product vision gave us clarity of how much software we needed to build and how many people we needed to build that many software. That’s one of the main motivators of the $30MM Series D announced earlier this year.

As my last task, I’ll support Vini, CEO and co-founder of ContaAzul in finding the next CPO.

About the position

We are in a moment where we have a good clarity of what we need to deliver. What we need now is someone who support the team through reinforcing a continuous improvement culture through not only failing fast and learning fast, but also guaranteeing that the learning is part of the company knowledge so we can continuously deliver WOW to our customers, partners and stakeholders through our products.

The CPO will be responsible for product management and UX. This person must have the vision to design and implement a unified product & user experience strategy based on the company’s goals and business strategy. The role requires operating within an environment of change while leading a large team in a dynamic product atmosphere. Position reports directly to the Company’s founder and CEO and works and interacts closely with the rest of the functional heads as key contributor to build ContaAzul’s vision. The ideal candidate will have 10+ years functional experience managing product managers and UX designers of a B2B SaaS product. This position is based in Joinville, considered the second best city to live in Brazil. Working languages: Portuguese or English.

If you got interested, please send a message to cpo@contaazul.com with the subject CPO explaining how will you help this amazing team and what will you do in your first 3 months.

Ano novo, trabalho novo: venha trabalhar na ContaAzul!

Somos movidos pela crença de que todo dono de negócio merece o sucesso.

contaazul-drone

Movidos por esse propósito, estamos construindo nossa plataforma de negócios fácil de usar, na nuvem, que conecta o dono do negócio ao seu contador e a tudo o que ele precisa para ter liberdade para realizar e atingir o seu sucesso.

Para construir essa plataforma, precisamos dos melhores profissionais para compor nosso time de desenvolvimento de produto que, como expliquei nesse artigo, é composto por UX, product owners (PO) e engenheiros de software.

Para ver todas as vagas que temos em aberto, acesse nosso site de carreiras em:

http://contaazul.com/carreiras

Indeciso ainda? Conheça um pouco de nossa cultura e veja como é trabalhar aqui:

Além de trabalhar com um propósito incrível, que pode melhorar significativamente a vida de milhões de pequenos empreendedores e a economia do Brasil, com pessoas top numa empresa que tem uma cultura sensacional, você poderá se mudar para Joinville, uma das melhores cidades brasileiras para se viver. Perto de ótimas praias de Santa Catarina e montanhas lindas. Eu me mudei de São Paulo para cá há 1,5 ano, com esposa e filha, e posso atestar como essa mudança foi excelente!

Então, o que você está esperando, junte-se a nós!

Saiu a edição atualizada do livro Gestão de Produtos

Essa semana ficou pronta a edição atualizada do meu livro Gestão de Produtos: como aumentar as chances de sucesso do seu software! \o/

gestao_produtos_linkedin_atualizada

Quem comprou a edição anterior em e-book, já pode fazer o download da nova versão pelo link de download que você recebeu quando comprou a primeira edição. Caso você tenha perdido o link, é só mandar um email para a Casa do Código no endereço contato@casadocodigo.com.br. Quem ainda não comprou, é só visitar o site da editora Casa do Código e pedir já a sua cópia!

A primeira edição deste livro é razoavelmente recente, publicada em outubro de 2015. De lá para cá, são “só” 22 meses. Mesmo assim, senti a necessidade de atualizar o livro, pois continuei aprendendo muita coisa sobre gestão e desenvolvimento de produtos de softwares. Tenho publicado esses aprendizados aqui no blog Guia da Startup, mas senti a necessidade de incorporá-los ao livro para deixá-lo mais completo.

Nesse changelog, registrarei o que mudou desde a edição anterior. Assim, se você já leu o livro, pode ir direto para os novos textos!

  • Ao longo de todo o livro, inclui mais exemplos, tanto da Locaweb como da ContaAzul, para ajudar a ilustrar os conceitos abordados no livro.
     
  • Coloquei uma sessão nova no capítulo Gestor de produtos ou Product Owner?, explicando as diferenças entre BA (Business Analyst), PO (Product Owner) e PM (Product Manager). São papéis similares, mas com aumento de responsabilidades.
     
  • Adicionei um capítulo sobre como gerir gestores de produtos. Nem sempre um bom gestor de produtos se torna um bom gestor de gestores de produtos. Esse capítulo explica o que devem ser os objetivos de um gestor de gestores de produtos.
     
  • Na fase de Inovação, no capítulo Muitas oportunidades, inclui uma seção sobre uma pergunta que ouço com frequência: devo perseguir novas oportunidades, ou é melhor focar o time em implementar melhorias no produto existente?
     
  • Também na fase de Inovação, no capítulo Como obter retorno com seu produto de software, inclui mais uma opção de obter receita paga por alguém interessado em seu software: a venda de serviços de terceiros aos seus usuários.
     
  • Na fase de Crescimento, no capítulo O que é um roadmap?, inclui um seção intitulada OKRs, o futuro dos roadmaps, onde falo sobre OKRs (Objective and Key Results), framework usado por várias empresas (como LinkedIn, Google, Amazon, dentre outras) para ajudar na gestão das iniciativas da empresa como um todo e que são um ótimo complemento aos roadmaps.
     
  • Na fase de Crescimento, no capítulo Como priorizar o roadmap, inclui mais duas técnicas que aprendi recentemente: o Sequenciador de features, criado pelo Paulo Caroli, da ThoughtWorks; e o RICE, método de priorização adotado pelo time de desenvolvimento de produtos da ContaAzul.
     
  • Também na fase de Crescimento, inclui uma seção ao capítulo Crescimento: engajamento e churn intitulada Data science, machine learning e gestão de produtos. Nela explico os conceitos de data science e machine learning, e a sua importância para o sucesso do seu produto de software.
     
  • Inclui o capítulo O que é e como criar a visão e a estratégia do produto? no final da fase de Crescimento. Nele explico o que é e para que serve a visão e a estratégia do produto, ferramentas úteis para as tomadas de decisão sobre qual será o futuro do seu produto. Neste capítulo, apresento algumas técnicas e ferramentas para ajudar na criação da visão e na elaboração da estratégia de seu produto de software.
     
  • No capítulo Engenharia de produtos e gestão de produtos, incluí a seção Não dá mais, precisa reescrever tudo…, falando sobre reescrita de sistemas ou de parte de sistemas. Qualquer pessoa que trabalha com desenvolvimento de software vai se deparar com o momento em que surgirá a discussão da necessidade de reescrita. Qual o papel do gestor de produtos nessa discussão?
     
  • No capítulo Organizando para o foco e para a diversificação, inclui alguns parágrafos nos quais conto sobre as motivações que fizeram o time da Locaweb a não ter times separados de QA e de front-end, e sobre a razão de eu não ter mencionado BAs no capítulo sobre organização de times.
     
  • Inclui o capítulo Como quadruplicar a produtividade na Parte 4 do livro, no qual mostro como quadruplicamos a produtividade do time de desenvolvimento de produtos da Locaweb, sem aumentar a quantidade de pessoas no time e com impacto positivo na qualidade.
     
  • Inclui um capítulo na Parte 5 do livro, intitulado E se pararmos de tratar desenvolvimento de software como projeto?, em que proponho deixarmos de chamar desenvolvimento de software de projeto e passarmos a tratá-lo como produto.
     
  • Na conclusão, inclui uma seção intitulada O que é preciso para ser um bom gestor de produtos de software? para responder essa pergunta que me fizeram algumas vezes.

Relembrando, quem comprou a edição anterior em e-book, já pode fazer o download da nova versão pelo link de download que você recebeu quando comprou a primeira edição. Caso você tenha perdido o link, é só mandar um email para a Casa do Código no endereço contato@casadocodigo.com.br. Quem ainda não comprou, é só visitar o site da editora Casa do Código e pedir já a sua cópia!

Guia da Startup – edição atualizada

Essa semana ficou pronta a edição atualizada do Guia da Startup! \o/

Quem comprou a edição anterior em e-book, já pode fazer o download da nova versão pelo link de download que você recebeu quando comprou a primeira edição. Caso você tenha perdido o link, é só mandar um email para a Casa do Código no endereço contato@casadocodigo.com.br.

A primeira edição deste livro foi escrita em 2012, há mais de 4 anos. Muita coisa aconteceu na indústria de software e no cenário de startups do Brasil e do mundo. Por esse motivo, resolvi escrever uma segunda edição, trazendo algumas dicas novas, atualizando sobre o andamento do ContaCal e com um update das entrevistas publicadas na versão original, e mais algumas novas.

guia-da-startup-edicao-atualizada-capa

Veja aqui o changelog completo:

  • De produto web para produto de software — Mudei as referências a “produto web” para “produto de software”. Fiz isso pois mobile é agora o novo veículo do software. No mobile, o software pode ser entregue via web ou via app. No futuro, o software será usado em relógios, em carros, em qualquer lugar. Por esse motivo, troquei onde falo “produto web” por “produto de software” ou simplesmente por “produto”. Aliás, isso me motivou até a mudar o subtítulo deste livro. Se você já o leu, talvez isso lhe motive a relê-lo, vendo produto sob este novo prisma. 
     
  • Adição ao capítulo Recebendo feedback — Adicionei a este capítulo uma seção explicando a importância do porquê antes do como. 
     
  • Adição ao capítulo Cuidado ao lançar um produto mínimo — Adicionei a este capítulo um exemplo de experimento de fake feature que fiz no ContaCal e que me poupou muitas horas de desenvolvimento que se mostrariam desnecessárias. 
     
  • Capítulo novo: Dicas básicas (e não tão básicas) de SEO — Para ajudar a atrair tráfego para o site de sua startup, é importante entender de SEO (Search Engine Optimization). Neste capítulo, compartilho um pouco do que aprendi sobre o tema. 
     
  • Capítulo novo: Vá vender! — Essa é a melhor maneira de entender se seu produto resolve o problema dos clientes. Em uma startup, todos têm de vender. Então, o que você está esperando? Vá vender! 
     
  • Capítulo novo: Churn — Um capítulo inteiro dedicado ao churn, quantidade de usuários e clientes que deixaram de ser usuário ou cliente. Neste capítulo, explico também sobre o tão falado churn negativo. Como é possível ter churn negativo? 
     
  • Capítulo novo: Mudança de rumo (pivot) — Aqui conto o caso da Eventials, uma plataforma para transmissão de palestras online, que precisou mudar para sobreviver. Qual era o problema, o que eles fizeram e as 10 formas possíveis de mudança de rumo são os temas deste capítulo. 
     
  • Adição ao capítulo Quanto tempo demora até ter retorno? — Adicionei a este capítulo informações sobre o primeiro mês positivo do ContaCal. 
     
  • Capítulo novo: Cinco anos depois, como está o ContaCal? — Aqui conto como está o ContaCal, se ele está dando retorno financeiro e se atingiu seus objetivos. 
     
  • Entrevistas — Todas as entrevistas foram atualizadas com a situação mais recente das empresas e de seus produtos. Inclui também algumas novas entrevistas:
    • Sonia Tuyama, da empresa Aurum, com mais de 20 anos de mercado, que tem um software não web e que, em um determinado ponto de sua vida, percebeu que precisava fazer uma versão web de seu software.
    • Thiago Lima, fundador da Eventials, que citei em dois capítulos novos.
    • Vinicius Roveda, um dos fundadores da ContaAzul, empresa que escolhi para voltar a viver esse clima tão gostoso de Startup.

Gostou das novidades? Como disse acima, se vc comprou a edição anterior em e-book, já pode fazer o download da nova versão pelo link de download que você recebeu quando comprou a primeira edição. Caso você tenha perdido o link, é só mandar um email para a Casa do Código no endereço contato@casadocodigo.com.br.

Agora, se vc ainda não comprou sua cópia do Guia da Startup, o que está esperando, adquira sua cópia hoje mesmo!!!

Retrospectiva 2016

Mantendo a tradição das retrospectivas, como fiz no final de 2015, farei agora uma retrospectiva de 2016.

2016-930x527

Gestão de Produtos

Ao longo desse ano acabei escrevendo alguns artigos que complementam meu livro Gestão de Produtos: Como Aumentar as Chances de Sucesso do seu Software:

Guia da Startup

Também escrevi algumas atualizações para o meu primeiro livro, Guia da Startup, Como startups e empresas estabelecidas podem criar produtos web rentáveis:

Dentre meus planos para 2017 está lançar as segundas edições desses dois livros. Também estou pensando seriamente em transformar esse material em dois cursos online.

Cultura Organizacional

Além da atualização desses dois livros, escrevi bastante em 2017 sobre valores e cultura empresarial:

Alguns dos artigos acima estão em inglês pois o Paulo Caroli está trabalhando na tradução para o inglês do meu livro sobre gestão de produtos. Nosso objetivo com essa tradução é aumentar a literatura disponível sobre o tema Gestão de Produtos. Há poucos livros sobre o tema, mesmo em inglês, e acreditamos que essa tradução pode ser útil para pessoas da indústria de software não só no Brasil, como em todo o mundo.

Artigos mais lidos

Aqui vai a lista dos 5 artigos escritos em 2016 mais lidos ao longo do ano:

E essa aqui é a lista do 5 artigos mais lidos em 2016, não importando quando foram escritos:

Pronto, está aí minha retrospectiva 2016. Estou bastante animado com 2017. Como disse acima, tenho planos de lançar as segundas edições de meus dois livros. Se tudo correr bem, também terei o livro sobre Gestão de Produtos em inglês. Além disso, estou estudando a possibilidade de lançar dois cursos online, um sobre Startup e outro sobre Gestão de Produtos. E tenho certeza que vou aprender muita coisa nova bacana que irei compartilhar por aqui!

Um excelente 2017!!!