Follow me on Linkedin for quickest product show updates, new episodes and highlight clips.
Key Takeaways:0:00 | Introduction to Peter LePiane
1:30 | Keeping large remote groups engaged requires a strategy – and realism.
5:31 | Peter defines change management and what it encompasses.
8:12 | About internal cultural indicators (i.e. mindsets) that can stall change adoption.
10:56 | Deploying an experimental if/then orientation to successfully effect change.
19:21 | Change mindsets require leadership that embraces a surrender to uncertainty.
16:00 | Going first and being authentic about the result is hard but essential to change.
18:55 | All about MBAs: Peter’s observations about their role, utility and liability.
22:25 | Why (& how) some organizations excel at product discovery, where others flounder.
25:50 | Knowing Your Customer is a muscle that must be exercised regularly at all levels.
27:27 | Customer feedback is critical — and low-hanging fruit waiting to be plucked.
28:44 | Peter recommends tactics and trainings leaders can implement to foster change.
32:00 | In-house vs. outside consultants: Outsourcing change isn’t sustainable on its own; tools and strategies must be adopted/integrated internally as well.
38:36 | Peter explains his statistical model (“Estimatic”) for growth and how it creates
probabilities for a range of business outcomes applicable in both the corporate and
startup world.
43:15 | Peter explains why harnessing variables and associated cost estimates plays such a
critical role in product development.
45:14 | Product design without probabilities factored in is a recipe for failure.
46:08 | Final Words of Wisdom: Peter underscores that change can’t occur without surrender
to risk and vulnerability.
Key Quotes:“Lean change management is really an experimenter’s mindset on top of putting together step-by-step templates that are basically … an if/then statement." [
12:55]
“Lean change management transforms a very static, linear change model into something that is kind of living, breathing and adaptable.” [
13:18]
“Learning is the precursor to ROI … It’s more steady-state change than steady-state status quo in terms of growth.” [
14:47]
“The only way people can learn is through failing and learning about why that happened. And the ROI really starts to kick in once there has been enough learning.” (Aram) [
17:46]
“Humans are not predictable and, if you think that they are, you’re most likely going to get bit either sooner or later.” [
20:47]
“There is an often unfounded fear (among many employees) of saying something wrong and damaging brand and damaging their own reputation.” [
26:24]
“You’ve got to lead by change. Leaders have to be the first ones to put the (change) mindset into place.” (Aram) [
28:12]
“The only thing that seems to teach us as humans is failure … The only other way would be to have someone influential in your life, maybe a mentor, go through the same thing.” [
30:10]
“One of the hazards of the job (of consulting) is getting knife marks in your back.” [
38:18]
“Thinking in terms of probabilities allows you to then get another lens (into product development) … validate where the risk is and then get curious.” [
44:18]
Follow Peter LePiane:
LinkedIn: https://www.linkedin.com/in/peterlepiane/
Twitter: https://twitter.com/peterlepiane
Koach: https://www.koach.net/en/profile/1022413541/show