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  • CareerPlug

     Assignments:
    --None--

    • Product

       Assignments:

      We are the builder, thinkers, the foundation for our business. Our business exists to provide value primarily via software – and we have the tremendous honor of being the caretakers of the software. Our motto as Product People is; Continuously Deliver Value – that Clients and Partners Love – and works for the business.

      Full Description

      This Assignment is different. There is no specific accountability other than to uphold the principles and values that come with being a member of Product.

      We hold ourselves to a very high standard, and this Assignment is intended to be an acknowledgment of that fact. The things we all must do to call ourselves Product People.

      • We are experts of our Product...not just our squad's functional area
      • We are students of the game... meaning we see process not as a set of commandments to be followed, but as guidelines that help us achieve our actual goals. Speaking of goals...
      • We are knowledgable about our business... meaning we know enough about our business and the market in general to make informed decisions
      • We know this is a team sport... meaning collaboration is a skill we seek to hone every day
      • We are outcome-focused... meaning we don't seek to just build software... we seek to make a difference... to change human behavior and deliver real results.

      This is not all of what it means to be on Product... but, it is a solid start. As such every member of Product must have this Assignment, and in the spirit of the 80:20 rule, let's set this to 20% for all positions. It'll remind us that the growth framework does NOT aim to capture 100% of your time, energy, or thoughts. The hope is that setting 20% of your job description to being something that does NOT have an observable outcome, it'll reinforce this idea.

      Requirements
      Examples
      An observation relating to  Product Teammate  has not been publicly recognized yet.

      We are the documenters... we ensure that the most important parts of how our application is supposed to work never gets forgotten.

      Full Description

      Escalation Engineers who take on the Document Writer assignment work to ensure that escalations caused by lack of product or process knowledge are rare. They proactively update existing documentation when they see something incorrect out of date, create documentation (Guru cards, Loom videos) relevant to Escalation work (mitigations, processes, etc.). They work with Product Marketing/Technical writing/other squads to close knowledge gaps in the Help Center/Guru.

      One Number

      • Trust Score of the Product Team Guru Boards (how this will be measured... coming soon)

      Success:

      • No one on the P&E team has to ask how new functionality is intended to work
      • None of the direct stakeholder (enablement, product marketing, and customer support) has to ask how launched functionality is intended to work (can be measured with a decrease in tickets that could be solved by having documentation in place)
      • Documentation is created, reviewed, and added to Zendesk Guide before the feature is launched and passed to Customer Support and Customer Experience prior to launch to create support articles

      Note: The scope of this Assignment is it is responsible for creating a manual that inspires the customer-facing and enablement documentation but is NOT responsible for writing customer-facing and enablement documentation

      With every launch and every new feature, there are many details about the feature that we on the product have in our heads. These include:

      • Overview of the feature
      • How the feature works
      • Screenshots
      • Demo Video
      • and more!

      We have a goal to properly document the feature launching for both P&E and inter-departmental stakeholders.

      Things you might deliver/do

      • Create a story for creating documentation in each epic
      • Create documentation and move it through the review process
      • Add documentation for each feature to Zendesk Guide
      • Maintain documentation in the now and future
      • Share documentation easily with stakeholders via Zendesk Guide
      • The Feature Documenters (at least one person from each squad) will get together to create a Feature Documenters Handbook where they will agree on how documentation will be written, organized, and styled in the internal knowledge-base (Zendesk Guide).
      Requirements
      • Must have a position with the reach of 1.1 or higher
      • For this role, you must be milestone 2 or greater inProduct Knowledge
      • For this role, you must be milestone 2 or greater inCommunication
      • For this role, you must be milestone 2 or greater inCopywriting
      Examples
      An observation relating to  Documentation Writer  has not been publicly recognized yet.

      A team/squad is a collection of individuals coming together to accomplish some mission. To accomplish a mission, the team needs to make forward progress. We are the facilitators of this forward progress... ensuring that with every action we take brings us closer to achieving our mission 💪🏾 We know it takes a team to succeed, and are committed to ensuring WTWT and collaboration. Regardless of our processes, meeting style and cadences, and communication methods; we ensure progress (next steps, priorities, and deliverables) are as clear as possible.

      Full Description

      Outcomes

      • PRESENT
        • All squadmates agree: "I am informed... meaning I know what is most important and what we are doing about it"
        • All squadmates agree: "I am supported... meaning I have nothing in my way of making progress"
        • All squadmates agree: "I am connected... meaning I know what the next steps are, who is accountable for each TODO, and how the TODOs and next steps are aligned with the progress we are trying to make"
      • FUTURE
        • All squadmates agree: "When thinking about the next 2 quarters; I am informed about and connected to the progress (in the form of OKR3s) we may be taking on"

      Details in Guru

      Important note: Facilitators are just that... facilitators. They should NOT be the ones doing all of the "doing". They ARE here to make sure someone is accountable for the "doing".

      This Assignment was inspired by Assignments from other organizations, such as Squad Manager

      Requirements
      Examples
        Observation created about 2 years ago
      Featuring:Ashley G.Forward Progress Facilitator

      https://careerplug.slack.com/archives/C04MX9Q620M/p1691766564273579

      1. Stated the intent right out of the gate
      2. In a public channel so others could follow if needed
      3. Sharing context of the asks being made in a clear and kind way
      4. Ends with a service attitude of busting blockers!

      Great example of forward progress facilitation!

        Observation created over 2 years ago
      Featuring:Jaclyn N.(4) Work Together, Win TogetherForward Progress Facilitator

      https://careerplug.slack.com/archives/C016NHU9JMD/p1685624723633419

      From Lizzie:

      Jaclyn has been a rockstar on a recent State Farm project! State Farm will now have open description on job templates - a big move for State Farm - which has been lead by our fearless leader Jaclyn. Being a team of one I depend heavily on teamwork within CareerPlug to be successful and Jaclyn's WTWT on ths project will only further help me, and CareerPlug, in our goals. Cant wait to share all this hard work with our clients!

        Observation created over 2 years ago
      Featuring:Brittany A.Product DiscoveryInsights to Opportunity AlchemistsForward Progress Facilitator

      https://docs.google.com/document/d/1ILq1VS7Hz76DDNTOjKoOct6B-SdknniOZHLP-LT5_30/edit#

      Why aren’t Premium users setting up Autopilot?

      This is a question that B asked (I know others helped, and as I find out to what extent folks helped I may add them to this observation... for now, I know B was at the center of it).

      ❤️ - First, this is the right question to ask!! Product at many places is about getting features out the door. But that is NOT how we get down at CP. We...

      Continuously deliver value that clients/partners love – and work for the business

      ... Which means we set an outcome for ourselves and we scratch, claw, and fight our way to that outcome through relentless iteration. But, that is very uncomfortable for most product folks as we were conditioned to "shut up and deliver features". The fact that this question is being asked by an IC engineer speak volumes! It is an example of the exact type of culture we need to have if we are to achieve exponential results 💪🏾🙌🏾

      Organization of the documents/assets

      ❤️ Let's look at the titles within the document; Background on the problem (that has data), Approach to solving this problem (which orients us to what is to follow), Step 1: Brainstorm ideas/testable hypotheses about why accounts are not setting up AP , Step 3: How might we test/validate our assumptions? (which was moved to FigJam, which IMO is the appropriate place)

      ❤️ Then in the FigJam, the issues were put into an affinity map, and then organized further into what is essentially an opportunity tree.

      All of this gives me tremendous confidence that we are headed in the right direction as it pertains to creating rocks that are incredibly aligned for the quarter!!

        Observation created almost 3 years ago
      Featuring:Daniel E.Stakeholder / feedback managementForward Progress Facilitator

      https://careerplug.slack.com/archives/C02V4M2QD46/p1674659829798089?thread_ts=1674658266.707579&cid=C02V4M2QD46

      As I was reading this thread I had a roller coaster of emotion.

      A squad being inundated by feedback... how will they handle it? With grace, collaboration, and tenacity... YES 💪🏾

      Uh oh, they are now talking about how they are going ro organize the feedback and how they are going to manage the "duplicate suggestions"... will they try to reinvent the wheel? Nope... Daniel came in with concise, clear, and IMO correct direction... YES 🙌🏾

      Ok, but what about next steps... they are dealing with all kinds of shit; bugs, small tweaks, and larger possible enhancements... will they drown, wander, or gain clarity? Drop the mic level of clarity!!!... HELL YES ❤️

      Daniel.. well done sir... well done!

        Observation created about 3 years ago
      Featuring:Canaan D.CommunicationForward Progress Facilitator

      https://careerplug.slack.com/archives/C040GL35TFG/p1663259542335699?thread_ts=1663259527.031509&cid=C040GL35TFG

      The thing I love about this update is its simplicity and organization. Also, Forward Progress Facilitation when dealing with a cross-departmental group is doing that Assignment on Hard Mode.

      Love the three categories: Decisions Made, Next Steps Identified, and Other Updates.

      Also love how concise it is (a skill I personally have been working on for a couple of decades and can't crack 🤣).

      Well done!

      If I had a note, it would be that we should link to the places with more detail / where the work is being done. Ideally ProductBoard given the cross-departmental nature of this.

      • Design

         Assignments:

        We collaborate on the in-app guide needs

        Full Description

        We are the folks that fulfill the requests identified in this guideline doc

        Requirements
        • Must have a position with the reach of 1.1 or higher
        • For this role, you must be milestone 2 or greater inCollaboration
        • For this role, you must be milestone 2 or greater inCommunication
        Examples
        An observation relating to  In-app guide admin  has not been publicly recognized yet.

        We are relied upon by our squadmates for our strong design opinion (simple, elegant, brand-aware, desirable, viable, feasible, and usable) while being flexible and open to ideas during the collaborative convergence

        Full Description

        Success:

        • Your squadmates relying on you for your strong design opinion while being flexible and open to ideas during the collaborative convergence
        • Simple, elegant, brand-aware, desirable, viable, feasible, and usable solution and the necessary UX/UI.

        Details:

        • We move fast. We move together. Dual-track agile best describes our product delivery model. Meaning, at all times a squad is active in both discovery and delivery. This is admittedly very difficult to manage, but the payoff is worth the cost. Iterate, iterate, iterate.
        Requirements
        • Must have a position with the reach of 1.1 or higher
        Examples
          Observation created over 2 years ago
        Featuring:Teresa H.Visual/UI Designer

        https://www.figma.com/file/F82bcspL84tZBkKyJ5iASy/Q3-Pulse---Empowerment-Loop?type=whiteboard&node-id=56-809&t=v9v7wYvL6UBsFNVg-4

        I'm not sure what went down, and I really want to know, BUT I'm all about outcomes, which is change in human behavior... and I think the outcomes I'm seeing are VERY compelling.

        T, you did a design that was met with a lot of feelings 😬. After reading the comments, I was worried about what was next for Engage, and how y'all would make it out of this roadblock.

        Then today I see you have a version that was clearly iterated on, but left some of what I thought were incredible improvements over the current design (the drawer for all of the things instead of trying to do thing in-line, more clear way to engage with response convos/comments, showing a history of thoughts instead of just the one recommendations and TODOs next to each other, clear actions to take).

        So what I'm assuming is that the conversation went smoothly and everyone felt heard, collaboration happened and not compromising.

        If I hear different, I may change this OGO, but at the moment I'm in awe.

        Well done!!

        Side note: I don't love the placement of "ask this question again"... but that is a tiny thing 😉

      • Discovery / Shaping

         Assignments:

        We shape the solutions aimed at the desired outcome within Opportunities. We are the missionaries within Product obsessively focused on the five big value attributes while seeking continuously improved ways to deliver value that our clients/partners love and work for the business.

        Full Description

        Our ONE number

        • Hypothesis Hit Rate (combo of three concepts)
          • Oppty quality checking
            • I recently heard a good metaphor for this. You can be asked to design a vase, or to design a way for people to be able to appreciate flowers. Oppties are "How might we allow people to appreciate flowers". Assumptions are "I think putting them on the dinner table will bring joy". Solutions are... a vase. Value Shapers are given a mission of "How might we allow people to appreciate flowers". The oppty is a good oppty if you can clearly state the why, what, and who. The measure of Oppty quality checking is a checks and balances measure. The opportunity tree caretaker agrees "Working with this value shaper makes me better at writing opportunities... they are collaborative in seeking clarity and ensuring everyone is aiming at the most important thing... Continuously Delivering Value that Clients and Partners Love – and Works for the Business"
          • Learning Frequency
            • We aim for continuous.. in order to do that we must be testing assumptions continuously. When you have a squad with great Value Shapers, squadmates agree "We are deliberately learning so much... meaning, 3+ opinion-shifting and/or assumption-(in)validating learnings per quarter".
          • Oppties, Assumptions, and Solutions separation... decomposing oppties into assumptions, experiments, and ultimately iterating on solutions.
            • Great value shapers are incredible at devising a set of assumptions (prioritizing the riskiest of them). Designing experiments to test them keeping in mind the cost/benefit of the learning and risk mitigation. And ultimately delivering solutions that get at the desired outcomes in the oppties! Stakeholders agree "I know what the squad's assumptions are, how/if they are testing them, and how these insights are resulting in higher quality software... as seen by the squad hitting or exceeding between 60-80% of their stated launch effectiveness hypotheses"

        Full Description in Guru Card

        This Assignment was inspired by Assignments from other frameworks, such as Discovery Manager

        Curious to see an example of how strategy => discovery => shaping => learning could work? Here is an example of how to organize Continuous Value Delivery.

        Requirements
        Examples
          Observation created over 1 year ago
        Featuring:Brittany A.(4) Work Together, Win TogetherPrinciple #4 - We continuously improve how we workCollaborationStakeholder / feedback managementValue Shaper

        https://careerplug.slack.com/archives/C010D2AQA0Z/p1707774919895089

        The best embrace feedback. The best embrace collaboration. The best embrace transparency.

        It is so incredibly hard, especially in Product where everyone believes their ideas are the best ideas. And this fact stops most from getting feedback, from collaborating, from exhibiting transparency.

        B is NOT most.

        I can honestly say, this is one of the best messages I've ever seen in my 20 year career.
        ✅ - Early... so folks know that their voices matter
        ✅ - Focused on outcomes... so folks know we aren't choosing the "coolest idea", we are going to bet on the thing that helps us achieve the outcome
        ✅ - Proactive... notice this is in the HX channel!!!
        ✅ - Cross-functional... B is a TECH LEAD. Usually you'd see this from design or product management. I'm CERTAIN the full Pre-Hire Trio discussed this (and if after posting this I get that confirmation, I'll attach them to this OGO)... but seeing a tech lead truly get in the discovery and shaping is AMAZING!!

        LFG!!!

        We ensure the opportunities on our opportunity tree are organized and rich with evidence that supports further investment. This evidence comes from everywhere, but is primarily sourced from Insights.

        Full Description

        Our ONE Number

        • TBD (Likely the sentiment of the Oppty Greenkeepers. How easy is it to determine the most impactful work maybe?)

        As Insights to Opportunity Alchemists (I/O Alchemists) it is our responsibility to ensure we are listening to every input possible (direct client conversations, partners, support, operations, engineering, design, product marketing, client education/experience, and everything in between) to add opportunities to our Opportunity Tree. These opportunities – when at their best – will be inspiring, compelling, and clear. They should inspire an emotional reaction to those that read them. Readers should feel the pain, the need, the desire. They should be on the edge of their seat ready to storm the field and help our clients realize the value (or currently lack therefor) depicted in the opportunity. There should be evidence (both qualitative and quantitative). There should be target personas, clear strategy alignment, and above all else a hypothesis or measure of success.

        I/O Alchemists are also responsible for the organization strategy of products, components, features, and sub-features within ProductBoard. If a squad does have their Opportunity Tree housed outside of ProductBoard, the I/O Alchemist is responsible for ensuring the two stay in sync with one another.

        Curious to see an example of how strategy => discovery => shaping => learning could work? Here is an example of how to organize Continuous Value Delivery.

        Requirements
        Examples
          Observation created over 2 years ago
        Featuring:Chris G.David Y.Principle #4 - We continuously improve how we workInsights to Opportunity Alchemists

        https://www.figma.com/file/pBfsHKGoFAb5n3bhfSf3F5/Attract-Opportunity-Tree?node-id=0-1&t=JEjQ0PDo66lXNrUB-0

        THIS IS THE WAY!!!!!

        So much to love about this.

        ❤️ - Instructions... in the FigJam there is a "How to use an Oppty Solution Tree" section that cites the sources, and walks us through everything we need to know to traverse this tree! I also love that it is an iteration on other oppty-tree instructions floating around out there. We MUST improve how we go about doing the work, and David showed that in a big way with this.

        ❤️ - The oppties... are mostly from the perspective of the hiring manager, which is just so excellent!!

        ❤️ - The solutions... are plentiful and very relevant!! Only one oppty has only one solution... the rest have 2+... which indicated the oppty is just that, an oppty and not a solution in an oppty disguise!!

        ❤️ - The experiments... exist! Most of the time folks skip the experiment part and stay focused on the solutions. I had decided we weren't ready to talk experimentation, because many of our experiments didn't have an initial hypothesis, weren't short enough to have the cost/benefit needed, and weren't measured in a way that was clear to all. So instead I've nudged us towards KIS measures, some born of Launch effectiveness measures, and helping Core introduce a multivariate testing solution. But, seeing those orange circles gives me an indication that my man David is ready to continue to elevate our quest to iterate our way to exponential results/success.

        Love this David and Chris!!

        Now the next test is how do we keep it this clear once we get folks collaborating with us... solutions that impact multiple outcomes and oppties... and how do we keep this tree green. For now, I'm absolutely wow'ed!!!

          Observation created over 2 years ago
        Featuring:Brittany A.Product DiscoveryInsights to Opportunity AlchemistsForward Progress Facilitator

        https://docs.google.com/document/d/1ILq1VS7Hz76DDNTOjKoOct6B-SdknniOZHLP-LT5_30/edit#

        Why aren’t Premium users setting up Autopilot?

        This is a question that B asked (I know others helped, and as I find out to what extent folks helped I may add them to this observation... for now, I know B was at the center of it).

        ❤️ - First, this is the right question to ask!! Product at many places is about getting features out the door. But that is NOT how we get down at CP. We...

        Continuously deliver value that clients/partners love – and work for the business

        ... Which means we set an outcome for ourselves and we scratch, claw, and fight our way to that outcome through relentless iteration. But, that is very uncomfortable for most product folks as we were conditioned to "shut up and deliver features". The fact that this question is being asked by an IC engineer speak volumes! It is an example of the exact type of culture we need to have if we are to achieve exponential results 💪🏾🙌🏾

        Organization of the documents/assets

        ❤️ Let's look at the titles within the document; Background on the problem (that has data), Approach to solving this problem (which orients us to what is to follow), Step 1: Brainstorm ideas/testable hypotheses about why accounts are not setting up AP , Step 3: How might we test/validate our assumptions? (which was moved to FigJam, which IMO is the appropriate place)

        ❤️ Then in the FigJam, the issues were put into an affinity map, and then organized further into what is essentially an opportunity tree.

        All of this gives me tremendous confidence that we are headed in the right direction as it pertains to creating rocks that are incredibly aligned for the quarter!!

        We seek evidence that helps us decide on the direction we will take. There is a saying "if all we have are opinions, let's use mine... but if we have data, let's use that". CareerPlug aspires to be data-influenced in all product decisions. We are the engine that powers that influence.

        Full Description

        Our ONE number

        • TBD

        Constellation measures of success

        • Quantitative evidence plays a vital part in product solution design
          • Value Shapers agree "We used data to help shape the best solution possible"
        • Insights are uncovered that helps better support our customers
          • Client/Partner-facing teams (Partner Management, Hiring Expert (Customer Support and Consultation), and Implementation (Professional Services)) agree "Data helped me serve our clients/partners better"
        • All Pluggies agree "Product has easy to understand, and clearly impactful metrics... they inspire excitement and provide clarity into the impact of the work Product does"

        Details in Guru

        Curious to see an example of how strategy => discovery => shaping => learning could work? Here is an example of how to organize Continuous Value Delivery.

        Requirements
        • Must have a position with the reach of 1.1 or higher
        • For this role, you must be milestone 2 or greater inData analysis / synthesis
        • For this role, you must be milestone 2 or greater inCommunication
        • For this role, you must be milestone 2 or greater inCollaboration
        Examples
          Observation created about 3 years ago
        Featuring:Anna W.CollaborationData analysis / synthesisData AnalystForward Progress Facilitator

        https://careerplug.slack.com/archives/C01SG5UDH7E/p1660753177339599

        “If we have data, let’s look at data. If all we have are opinions, let’s go with mine.”
        ― Jim Barksdale

        Without data, you're just another person with an opinion.
        ― Deming

        I love it when these quotes show up as true in daily product work!

        Engage was debating whether or not the next iteration should include the ability to modify the job title. Then AW came swooping in with amazing data to help answer the question!

        I did a little more digging on the usage for adding job title: It looks like about 55% of users are adding job title after creating a new user. Perhaps because it’s at the top of the current Add New User form and maybe they think it’s a required field. Only ~9% of users are editing the job title when editing an existing user. This is making me feel less strongly that this is something to worry about now.

        She offered both sides of the argument giving reasons along the way. This is collaboration. This is the way to use data for decision making.

        We ensure the opportunities we focus on are in alignment with the product strategy and give us the best chance at achieving our ultimate goals of continuous value delivery. We succeed if the Oppties we select results in helping us meet our product strategy goals.

        Full Description

        Our ONE number

        • Leading: Squadmates strongly agree with "I can answer with confidence why we are focusing on the big bet work we are shaping, building, and launching"
        • Leading: Stakeholders strongly agree with "The reasons why this squad is focusing on this opportunity is not only clear, but gets me excited for the future / impact on the business strategy"
        • Lagging: When oppty desired outcome is hit, it results in the lagging indication outcomes defined at the Product Strategy level.

        We help the Insights => Opportunity Alchemists with organizing the products, components, features, and sub-features within ProductBoard's feature tab. However, it is our sole responsibility to put in the appetite. We also have major influence over the squad's "top 7".

        This Assignment is accountable for the outcomes of the opportunities selected being the best thing for continuously delivering value that clients/partners lave – and work for the business. As such, this is a high stress Assignment.

        If the squad is using Kanban, the Betting Table will take this Assignment.
        If the squad is using Empowered ShapeUp and the Tournament of Value, the Betting Table will take this Assignment.
        If the squad is using Continuous Value Delivery, the squad will decide if the full trio takes on this Assignment or if a specific member (usually the Product Manager) will take it on.

        Curious to see an example of how strategy => discovery => shaping => learning could work? Here is an example of how to organize Continuous Value Delivery.

        Requirements
        Examples
        An observation relating to  Opportunity Tree Caretaker  has not been publicly recognized yet.

        As an organization, we launch together. That means alignment and unity across multiple departments. Within Product, we have special responsibilities to ensure the success of the monthly product launches (as well as any insta-launches). We, launch coordinators, are the captains of the product launch journey.

        Full Description

        ONE number

        • Operations, Client and Partner Success, People, and Product Pluggies (strongly) agree: “I was prepared to not only serve our clients at an expert level, but I am able to bring excitement to our clients about the changes we’ve made to our product.”
          • Sales and Marketing will be handled by the other half of the Launch Coordinator duo.

        Details in Guru

        This Assignment was inspired by Assignments from other frameworks, such as Squad Progress Communicator, Launch coordinator, and Agile Coach

        Curious to see an example of how strategy => discovery => shaping => learning could work? Here is an example of how to organize Continuous Value Delivery.

        Requirements
        Examples
          Observation created almost 3 years ago
        Featuring:Jaclyn N.Launch Coordinator – Ops & CS

        https://www.loom.com/share/7e242094b4fb4eacac5f5ce79c4c5fd2

        I really liked a few things with this:

        1. Clear and concise
        2. Historical context w/ demo of "the old way"
        3. Showing the value of "the new way"

        Great example that other should use as an example when creating these PLC videos 💪🏾

        We take in stories, feedback, complaints, and solution requests (from customers) – and convert them into Product gold called Insights

        Full Description

        Our ONE Number

        • TBD (likely an attestation of the quality of the insights when converting insights into opportunities... maybe something about teammates recognizing Product as a group that knows our clients/partners nearly [if not more] than our client-facing teammates)

        Note: There are three types of Insight Excavators. Customer Insight Excavators are expected to talk directly to the users of the software; be it client or partner. Stakeholder Insight Excavators are expected to interact with the internal team to gather their expertise and perspective. Market Insight Excavators are expected to talk to the buyers of the software. All three are expected to do generative and evaluative research... just focusing on different personas

        Details in this Guru card (coming soon)

        Accountable for

        • Excavate insights from the [Insights Portal] such that the insights are used to influence all phases of ProdDev (including all defined below in the cVd6 definition as well as the Product Strategy):
        • Primary work product is the Interview Snapshot

        Link to Guru card with details coming soon

        Curious to see an example of how strategy => discovery => shaping => learning could work? Here is an example of how to organize Continuous Value Delivery.

        Requirements
        Examples
          Observation created about 3 years ago
        Featuring:Theresa B.Principle #4 - We continuously improve how we workPrinciple #1 - We continuously improve our closeness to our clients/partnersQualitative ResearchCustomer Insight Excavator

        https://careerplug.slack.com/archives/C01SG5UDH7E/p1660759506882389
        https://careerplug.slack.com/archives/C02V4M2QD46/p1660759437221819

        The first...

        It is hard being the first to do a thing. Maybe everyone is looking at you to set the tone for how that thing is to be done thereafter. Maybe it feels like putting your "neck out" too far. Maybe it is easier to follow the status quo.

        Fuck the status quo.

        The thing I love the most about Berg taking our qualitative analysis to a new level with this interview snapshot is that she finished.

        • It was accompanied by a Loom where she goes over it
        • It was posted in a public channel where not only can her squadmates consume it, but stakeholders as well
          • Bonus points... it was posted in TWO public squad channels 💪🏾
        • It had an impact! (examples of what people said below)

        Wow, I LOVE that snapshot!!!! That’s fantastic :fire: :raised_hands::skin-tone-2: I was able to take about 5 minutes and read through and and really get a great picture of the struggles and opportunities from that interview :heart:

        omg I could am cry :sob: (edited)
        i am cry

        This is super digestible!!!

        Wow! This is great. Thank you :raised_hands::skin-tone-3:

      • Quality

         Assignments:

        There can be no Value without Quality. We ensure we are building that quality in. From selecting opportunities, to shaping solutions, how we decompose and sequence the build out, and even how we do staged rollouts of our launches. We are looking for ways to ensure quality at every turn.

        Full Description

        Our ONE Number

        We focus on the "Pre-Launch bugs" column

        Details in Guru

        Requirements
        • Must have a position with the reach of 1.1 or higher
        • For this role, it is recommended to be milestone 1 or greater inSoftware Testing
        Examples
        An observation relating to  Pre-launch--Built-in-quality Guard  has not been publicly recognized yet.
    • Explore Options
    At this step you'll be able to choose different positions or roles that will take you down different paths along your journey. It'll give you an idea of what areas to focus on next and if you do focus on them, what it may take to get to where you are going