 Okay. Hi, everyone. Welcome to this webinar. We are going to focus here today on talking about discovery. This is for me kind of like the most important thing that a product manager should be doing. So I think this is very nice for us to have like this discussion right now. Here at Discovery Hour is kind of like framework that I put together based on other frameworks, right? So we can kind of like have some time as product managers to focus exactly on doing a proper discovery and also focusing on our targets. So first, I will talk about the agenda for today. So I'm going to introduce myself very shortly so you can kind of like get to know me a little bit better and also understand a little bit more where I'm coming from, right? Like in how this kind of like came together. Also I will talk about the bibliography. So thinking where I get the frameworks that I'm using right now. And it's not just that I invented things up, right? So I'm using this framework around other authors as well. So I'm going to talk a little bit about them as well. Then obviously we are going to discuss what is Discovery Hour, right? Like how can we utilize, why we should be doing this in our company, doing this for our product and so on. And then I will deep dive on the three steps framework. So we are going to talk about product strategy gambas. We are going to talk about opportunity tree. And we are also going to talk about the product capital. These I will detail a little bit more in a short moment, but just so we kind of like know where we are heading right now and get some directions. So about me, it's me, Ki. So I'm Guilherme. Nice meeting you all. I'm from Brazil. I'm a product manager that moved to Berlin two years ago, more or less. But I've been doing product for seven years right now. But I did design a little bit and also I was an analyst before. So this is kind of like gives you a little bit more an understanding where this is my background, where I come from and what I've been doing. And also just a curious fact, right? Like I'm a gamer by heart and also I really enjoy a good volleyball game. So especially in the Olympics, I think this is very, very interesting. And it's very good that Brazil does a little bit well there. So it's nice also to cheer it up. And to think a little bit about my career here, you can see that most of the times I'm working in e-commerce and marketplace. And also most of them also were based in Brazil. But I did a little bit on Brazilian market, also Latin American market and also some international companies such as Sephora or even the Liverpool. And I find it like very interesting because here you can see kind of like a straight line and then with the dates and so on. But as my personal experience, actually product doesn't look like that. So being a product manager for me is very weird to just have like this straight line and then feeling like what I'm doing currently for me, it's more like this. So this is my feeling when I talk about product manager, right? Like so product management here, it's all about like you're trying to reach your goal, but you have to face a lot of obstacles, trying to find the correct path, trying to test a bunch of things until you find like a good spot that you can actually move forward. And by moving forward, sometimes there's also taking a step back, re-planning, rethinking and then questioning yourselves a little bit more. So you need to dodge a lot of things, but also consider the obstacles that you're going to face, all the meetings that you're going to get, all the alignments that needs to be done. And I would see that this at least is my experience when I think about product management, right? So it's kind of like finding this middle path that is going to kind of like push me forward, even though sometimes I need to take some steps back. That being said, to try and do all this dodging, this is why I created kind of like this framework or I put together this framework to try and find this spot a little bit more directed instead of just trying to guess what would be a good position, right? Or how can I actually continue moving forward? So this is why Discovery Hour kind of appeared and I kind of like built it in to get this more easy. So starting on the bibliography here, we have the two product persons that I most love in the world. So it's kind of like Melissa Perry and Teresa Torres, both of them very, very inspirational. And here, this is where I draw the inspiration from, right? Like I utilize in my framework, their frameworks. So actually what I did is put together in a cohesive way for my team that we could explore this further and then we could actually continue moving forward constantly, right? So it's starting with Melissa Perry. Here you can see the product strategy canvas and the product Cata. These are two things that she actually talks a lot about. So it's trying to set your vision, try to set your goals, try to be very clear and take one step at a time. And I find that this is super, super relevant while talking about product. And also her book that is escaping the build trap, also very interesting because like I feel that as product managers, it's very easy for us to fall under this trap that we build a lot of things, we launch a lot of things, but we don't see the outcome coming, right? So this for me, it's kind of like I can relate very well with this kind of behavior. And also Teresa Torres comes with the opportunity tree that gives us a very clear path on understanding what is the goal that we need to achieve and how we are going to achieve it. So I think here also Teresa Torres in her book that it's kind of like continuous discovery habits. She, it's kind of like masterful on telling us that discovery is not a thing that we do it once and then never again. This should be continuous, this should be taken seriously step by step, this should be something that is on our routine. So it shouldn't be like, hey, I did this one month ago and never again, now I will launch a lot of features and then I come back afterwards to do it again. So I think this like when we combine these things, we can kind of like see a clear good path where you can focus on the right goals, focus on the right things and also detail it and align it very well. So then what is actually discovery hour? So discovery hour is a one hour collaborative meeting that happens once a week. These ones a week is due like, because on my team it works better that way, but also I tried already once every two weeks, I also tried twice a week. You can see and feel how your team is going to adapt to it. Sometimes it's better to start a little bit more like with last meetings and then you start to kind of like get into the groove and get into the move and then turn it into a weekly meeting. Why does this is important in a way, right? Like it's because then you have like this time that is focused for you to just do discovery without needing to kind of like go run through a meeting and then doing something else, right? Like so you will block some time for you actually think about it. So this also helps you to get this into a routine. So here you should also discuss your opportunities that you have with your team online on what is going to be the next steps and uncover new solutions. Who should attend in these meetings is actually the product manager, the designer and the analyst, these people are required, right? Like so I would feel that the product triad should be there on this meeting to discuss this. And then also engineers and researchers also they are very encouraged to join but if they are not able to or they are not available for this meeting that is totally fine but it would be very nice to get their insights as well. And what I need to start, right? Like so do I need to prepare myself up? I would say that first you need to have like your product information, right? So you have to have your insights, you have to have your benchmarks, you have to have the researches that you already did. You don't need to have all the answers, you don't need to have a full report but you need to get an understanding of what is your product, what you're trying to achieve, right? Like you need to have clarity on your product so you can start doing this. And I think this is kind of like the base ground for you to do a good discovery. And then what you can expect from the discovery hour. So what you're going to take from it when you start doing it. So for me at least the first and most important thing here is talking about validating the hypothesis that we have. Again, just reinforcing sometimes as product managers we are so driven to launch things and doing something on the sprint that we forget the validation part that we forget also we don't find the time to actually validate the ideas that we have, the opportunities that we are foreseeing. So here in discovery hour, you will have time to align, organize and also validate your hypothesis. This here is going to help you start focusing on questions instead of the solutions. So instead of becoming like a feature machine your team is actually going to start thinking like what is valuable to our product, what is valuable to our company. And then this is going to engage the team and bring transparency with your partners. So engaging the team here is actually that everybody's will understand where things are coming from, what are the reason behind it, why we are doing what we are doing currently and why this is prioritized. As well the transparency with partners, stakeholders, management and so on, because you can give them a clarity on what will be the next step, what is the objective that you're following, what is the next goal. And then this is going to help you also focus on outcome instead of output. So you can prioritize better. You can kind of like understand better where your product is right now and what you need to do to go for the next stage. And then lastly but not least, we have like the break big solutions into small steps. Again, I see this all the time in product management that we have this huge ideas, huge solutions to achieve huge goals, but we don't know where to start. It feels like this chunk of work that it's kind of like, oh my God, where do I even start tackling it, right? And then this should help you also to break it down a little bit more on things that actually you can do. And then you can start seeing this outcome coming in by waves, right? So it's kind of like motivating for you to continue doing it. So let's just start. First is like the product strategy canvas. And for us to start there, as I mentioned before, we need to have clarity on what is your product. So for this example, I'm a very practical person. So I tried to put this as an example. So for us to follow, imagine that we are actually an ice cream truck brand, right? So we have been around for a long, long time. We are facing some difficulties in scaling up and also increasing our sales. So we actually, we've been quite stable for the past years, but this is not as good, right? Because now we are foreseeing a problem. So the problem that we are seeing here is that actually if we continue in this path, we will not be able to acquire new customers. And then obviously we will be pushed out of business in the future. So this is our context. This is the information that we have when we have clarity on what is our product and actually what is the problem that we are foreseeing, right? Like so the product is very well set. And then from now here, we are going to start the product strategy canvas. So here again, this is from Melissa Perry. It's her framework. I'm just kind of like putting it together in a way that actually made for me more actionable. So here you start with a vision. And then what she says here is that your vision needs to be kind of a long-term high level. So you can kind of like know where you are going, but this is not going to be actionable enough for you to kind of like start tackling. So think long-term where your product needs to be. In this example, just for us to kind of like really around, it's kind of like in five years, the ice cream truck will be the go-to ice cream truck in this region. So this is the vision that we have. Again, if we think only about the vision, this is going to be super challenging, right? Like there are so many ways for you to be the go-to ice truck, that it's kind of like super hard for you to even detail this even more. It's hard for you to start doing something. So because of that, Melissa Perry also tells us that we need to be a little bit more, we need to deep dive, right? So the challenge is actually what you need to do to be a little bit closer to your vision. And then you need to set a timeframe for this challenge. So the challenge is kind of like around six months. And then also you can consider your OCR for the semester. So for this example here, we can say that for us to reach our vision, where I like to be this go-to ice cream truck, we will need to increase the sales in one neighborhood at least by 10% until the end of the year. So more or less this kind of like six months frame, right? It doesn't need to be six months exactly. It can be four, it can be six, but it's something actionable in a given period of time that you know you can put something on, right? Like that you can manipulate. It shouldn't be something too high level that you do not know where to start. And then this measurable objective, again, it can be a little bit challenging too many paths. She asks you also to detail even more. So let's go for the target condition, which is like a piece that is going to help you out to achieve this increase in sales. In this case, we are talking about increasing the new customers by 20%. So this is the first thing that we need to do. Remember the problem that we foresee is that we do not acquire enough new customers. And then this can throw us out of business. So here what I'm seeing is that for me to increase my sales, for me to be actually the go-to ice cream truck, I need more people to know me, more people to actually buy from me. So this is why increasing the new customers makes sense for now. And then also she says that these needs to have a current state. You cannot have a target condition if you don't know where you are. So think about, for example, that on average, new customers for us is 10% of the sales, which means that if we increase by 20%, then we will be increasing the sales by 10% until the end of the year. Right now, this is very good to share. So this product strategy canvas is a good conversation starter with your stakeholders and with your team. This is where the team can start understanding what we are doing, what we are doing. And now, so this is the way for you to align with your stakeholders with the path that you are going to take together. So here is when you start sharing and saying, hey, we have this challenge that we are seeing, we have this condition that we wanna arrive, we have this metrics, we have these problems. So start engaging with the stakeholders and with the team so everybody understand where this is coming from. And this I would say is the first step. When you can kind of like visualize in a very clear, transparent way, in a very shareable way, what is going to be your target condition and your challenge for the next six months. And why this is important is because it's going to connect to the opportunity tree from Teresa Toys. And this is our step two. So the step two is you map your desired outcome that you already did. So you know that you wanna increase the new customers by 20%. And then here, Teresa Toys talks a lot about how do you connect the opportunities that you have. Very important here. Every opportunity for you needs to connect to the outcome that you want. This is going to help you focus in the team to focus and also not do things that are not aligned. So here, for example, we can have a great opportunity to increase retention of churned clients, but this is not our outcome goal. So we are not going to tackle this opportunity right now because it's a great one, right? Like it's going to be awesome if we can retain our customers. But right now we are talking about acquiring new ones. So you kind of like understand that just set a path that your team are going to focus and actually are going to move this needle. This is important because commonly it's very easy for us to get distracted in very good opportunities. They are going to move some metrics, but imagine that in six months you do one thing for, or you move one opportunity per metric, in the end you don't move a lot of the same metric. So it's better for you to concentrate and actually go for one metric that is very important for your business now. So remember, you need to start this strategy and then in the opportunity tree you're going to try and achieve this strategy, right? Like you're going to put this into action. You want to achieve this desired outcome. And then here you start mapping the opportunities that you have connected. So for example, it could be created an incentive for new customers. It could be also changing the route that you're doing or even focus on brand awareness. So these are some opportunities that you could do to increase the new customers, right? So you are going to gather new customers by doing some things. But again, opportunity is a little bit high level. How can you change your route? Where do you start? And then here is very important. It is that Thohis mentioned a lot that you need to arrive at a detail point that you can do some actions to it. You're not going to change your route, I don't know, by your desire or by guessing a new route. You need to detail more what does it mean? How can you actually be hands-on on it? And how can you actually solve something on this opportunity? And here comes the solutions. So for each opportunity, you can have multiple solutions. If you have only like one opportunity with one solution, you need to think a little bit more. If this opportunity actually is not a solution itself, that needs a little bit more tailoring to find the original opportunity. So it's not advised for you to have like one opportunity with one solution only. Try to think if we cannot gather this as solutions of the same opportunity. And then here, for example, for creating an incentive for new customers, we could say that we can give a discount or we can add like a free add-on, maybe a topping for free, like thinking about the new customer incentive. By changing the route, you can go for a new street, but also you can kind of like park in neighborhood hotspots. And then this is important because the solution is not the end game. We need to remember that as product managers, we need to experiment, right? We don't have all the information all the time. And we need to have the ability to experiment quickly and learn quickly. So she also asked us to map these experimentations. So imagine that going to neighborhood hotspots, you can park your truck where teenagers go after school. You see how this is all connected to this same desired outcome and now it's much more actionable. If you need to park your truck where teenagers go, this is much easier for you to actually do something about it. You can research more, you can go forward, you can test it out. It's something so much tangible that change your route was not going to be, but it's connected. So you can see here that there is a line of connection that is going to help you out to achieve the goal that you want. Just let's kind of like step back a little bit, but imagine that if someone says like, hey, increase the new customers by 20%, it feels a little bit frightening because it can be a lot. Like where do you start? But if someone says like, hey, we need to park our truck where teenagers go after school, much more actionable. I think like this is the power that we want to have, like as product managers, we want to understand what we are doing now to achieve the goal that we set. So we also get a lot of control. And why is this important? Because in this experimentation here is actually when you start to validate hypothesis, so you have more clarity. And then here is also where we are going to connect with the last stage, so the step three because let's again prioritize, imagine that we have all the data that we need and all the researches, and then we can prioritize this opportunity of changing the route and even the solution to going to neighborhood hotspots. And then we are going to enter the product Cata. And then again, product Cata is from Melissa Perry. And here, this is how it works. We have five stages to accomplish, right, like a product Cata line. So here again, go to a neighborhood hotspot. This is the one that we prioritize because we understood this is kind of like a good opportunity to us and a good solution. Here you need to map again, what is your current state? Remember where you are now for this solution specifically and what you are seeing right now for your product. So currently we don't park our truck anywhere and we just keep driving. So imagine that this is what happens to our product. So what is the first blocker? And here the obstacle is the first one that you foresee. We can go like for many, but think about the first one that is like blocking you to move forward in this. So actually what is impeding us to continue parking is because we don't know a good place to park. So this is the problem, right? Like, so where should I start parking? Anywhere goes or should I think about it? So if I don't know where I should park, then I need to take a step and this step is the actionable item. So think about what you need to do to solve this obstacle. So see how we're detailing in very chewable steps because then go to neighborhood hot spots can be super, super complex. But now actually what I need to solve is that find a good place for me to park. So this is much more actionable. And then here on this step is actually I need to do a research on the best markets that I could be. And you need to also map what is the expectation here? So if you do this research, what do we wanna find out? Why this is important is because then you have clarity on the steps that you were taking. You're not taking a step just because of it. You actually will have something around it. You're going to collect something, you will learn something. And then on the expected is what you're going to learn, what you're going to take from this step. So for us here in this research on the best markets, we want to find a good spot to park our truck. And then what we learned here from this research that we did is that teenagers gather on a skate park after school and stay there for hours. So now we are in a different state. We are not in the same stage that we started. We learned something and now we are in a new state. Where is that? We know that teenagers are a good customer to us and we know where they are. So this is good, right? Like we are kind of like moving the product forward here. We are on another obstacle now. We don't know what would be a good approach to them. So how do you start and put your truck there? And then how do you attract those teenagers that are there skating? So the other stuff that we could take here, for example, is do an analysis on what teenagers most buy from us. So what are their favorite ice cream? And you want to learn the favorite flavor. And in here, the learning part is that they prefer strawberry ice cream. So you see how we go step by step and the big solution that we had before now is much more detailed. And this is what you are doing constantly in these meetings, right, like with your team. This is why it's required a designer and an analyst because you need to discuss these things in a line and what the steps that you're taking and where this is going. After you find out that the teenagers prefer strawberry then you go here again in a new current state. So here now we know a good spot and we know the best flavor. The obstacle is that we never been to this park before. So this is a new thing for us, right? So will they accept us there? Then this step would be now to run an experiment going one day there and then have more strawberry ice cream available because you know is the favorite brand, right? Different flavor. So here you have an actionable experiment, right? So you're going to try it out. You're not committing to rollout. You're not committing to say, hey, I'm going to park there every day. You're going to say, hey, let me go one day there and see if my sales increase if I gather new customers. Let me see if this is a good one. And then the expected is that actually we will increase the new customer base. And then we can learn something here. Here is important because I put an example here that kind of things fall into place. But imagine now this is an open end but now like we didn't gather new customers. So this was a failure. What you learn here is that maybe in skate parks, teenagers doesn't want ice cream. They prefer soda. And now you have a new current state. The new current state is actually your product is not fit for this group of people right now. And then you have an obstacle. Do you want it to give up on this, right? And say, hey, then this I'm not going to continue and then that's okay. This is a product decision. Or do you want it to add soda to your ice cream truck? And then this day you're going to start selling soda. And then if this is positive, now the new current state is that you can find similar markets, right? So you know what works. This is the new current state. So you know that teenagers at ice skate park after school are open to buying ice cream. So the new obstacle now is like how can you find similar places? For example, you don't know where else to go with this information. So this cat is going to help you map things in a very step-by-step way. And this is also great for you to share with your stakeholders. Because you see that when you prioritize one's opportunity and one solution here, they are going to understand where you are at and why you're doing things that you're doing. This is commonly the clash that happens. Product managers often that we have like a solution we have an experiment, but sometimes we don't communicate the reasons behind it. So imagine that I didn't do the cat up and I just arrived at this step of running an experiment with strawberry ice cream in a park. This could sounds very kind of like aggressive for a stakeholder that is used to attract the never stops and that doesn't have like strawberry ice cream very frequently. And now you're telling that we need to change everything and nobody kind of like understands why. So this is going to help you tell them like, hey, we don't park, but maybe we can find a market that is profitable for us. Maybe we can find a new group of people and this is connected. Like this is super connected to the outcome that you agreed upon in your product strategy canvas. This is very connected to the opportunity that you are open to. This is how you're kind of like making clear decisions through your product that are connected to the goal that you want to move. And this is where I think this is kind of like very good for you to drive conversations and drive alignment. So I think this is kind of like the three steps that I normally take and this is what happens in the meeting, right? So we go from remembering the strategy, remember what we are going to talking about the opportunities and the outcome that we are going to achieve and then thinking about what are the next steps that we need to take considering each solution opportunity that we have. You can have multiple catas open at the same time but you should not have multiple steps of the same cata happening at the same time. You need to focus always on the first step that you need to take with the current state that you are, right? So imagine here that you're talking about doing a research, this is going to take some time. So you're not going to just wait, you're going to open a different cata for a different solution opportunity that you're going to say, hey, I will take another step for something else. And then you start to manage this better and you start doing this is no ball effect that you have a learning that is going to become a new current state that there is another learning, another state, another learning and then you can kind of like start putting experiments after experiments, after experiments. And this helps everybody join in. And then after six months, right? You can think about, should I continue challenging this or should I kind of like change my challenge, my target condition, right? And then you keep looking at the data and insights and so on. So you can kind of like do this as smoothly and as smoothly. And once this is kind of like in your team and the stakeholders are aware of this, the conversation starts to get a little bit clearer and a little bit more transparent. So let's remember that key takeaways from this. So we can kind of like, what should we leave, right? I talked quite a lot right now. So what we should leave this meeting from. So remember here, set a clear long-term vision and meet term achievable goals. So remember to be focused, be transparent and share along the way. Don't hide things, right? Like let the conversation be clear and transparent. What is the priority of your team, of your product at this moment and why? So what is the vision? What is the challenge? What is the condition that you're going to go for? Be focused on these goals, right? Like don't just kind of like run around doing any opportunity, any solution that drops. Think about how are you connecting to the desired outcome that you want? And then for sure, take one step at a time. Don't try to kind of like go for the final solution just pushing a lot of things in the way. Think, take a step back. Remember like the gift that I showed, take a step back, don't get hurt by the fire and then move forward when you have more clarity. And then obviously the role for every product manager, experiment, experiment and experiment. That's all that I have to say. Thank you very much for joining this webinar and I hope you enjoy it. I'm very open to continue this discussion. And if you want, just search my name and then we can continue moving from here. Thank you very much.