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He goes about it by breaking down the strategy into five parts:Īnd while Michael isn’t alone in figuring out everything that goes into each step, his role places him as the sort of VoC ambassador within the company.

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'Before we instituted this process, it used to be that the team campaigning the loudest would be the one who got their desired feature or update added to the product map.'Īs the main person at Asana responsible for executing the VoC process, Michael certainly has his work cut out for him. “The goal here is to create a prioritized, stack-ranked list that factors in what customers want, business priorities, and market opportunities. But the goal of VoC is not to give the customer everything they ask for,' states Michael. 'We’re obsessed helping our customers work more effectively. Though the name, Voice of Customer (VoC) sounds like its main objective is to create features based solely on customer feedback, Michael explains that there’s much more to it than that. How Asana Uses the Voice of Customer Process to Decide Which Features to Add Click here to learn more and chat with us to find a good fit for your project and budget. Note: If you’ve prioritized your own features and are ready to develop them quickly, ask us about hiring a freelance developer using CodementorX, where we’ve vetted thousands of top remote developers worldwide to find the best ones. What he came back with was an extremely detailed and documented process that allows Asana to list, vet, and outline exactly what features they will add, why they will add them, and how they get everyone at Asana on board and excited about each new sprint. We recently spoke with Michael Nguyen, Head of Customer Journey at Asana – a project management app used by over 25,000 customers around the world – to ask him just how his team deals with this dilemma. If it’s a small enough project, it’s easier to get more consensus and then gradually expand to other parts of the product.Ĭheck out the rest of the episode to hear how they aligned better internally, their thoughts on rapid development, and what north star metrics mattered the most.After launching a product, every tech startup is met with one really big question:ĭo you focus on what drives more immediate revenue? Long-term customer engagement? What the board wants?

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Scott and Russell also provided tips on how to ship faster: make the scope smaller. Yet this time proved to be a rare instance where they had alignment from CEO to support rep, and it helped streamline their process. Afterward, they scale it to 10% of their user base, repeat the same process, and then go to the last 100%.ĭuring the pandemic, they didn’t get rid of this process - they figured out how to do this faster.īut as most product managers know, the most difficult part of shipping products is organizational alignment.

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The first ten users get a piece of software (or feature), provide feedback, and then the product team iterate s on that. Scott shared that they shipped in a 10-10-10 process. The product team realized they needed an integrated workflow, that allowed them to partner effectively as well as de-risk potential technical problems.

While they also quickly adapted to COVID, it still highlighted a huge dissatisfaction in the market. On top of that, they had to use WebPT to document their process. They surveyed their customers and uncovered workflow problems that revealed that users were using four or five different tools to handle patient communication, the video visit, and follow-up. Instead, they opted for organization buy-in. They couldn’t risk hastily shipping something and creating a support nightmare for the organization as a result. Scott and Russell wanted to ensure the best user experience possible, but when you launch a product quickly, many support issues arise. While Scott admits it was a fascinating situation for a product manager, it was certainly difficult on how to unpack a problem that grew tenfold overnight. Physical therapists, the primary users of WebPT, had to depend on telehealth to deliver quality care to their patients. What had to change was the delivery of mechanism of care. In this episode, Scott and Russell shared their experiences in pivoting their product roadmap and vision to meet these demands, as well as the amazing insights they unlocked on the way. If healthcare providers can no longer meet patients in-person, how do you help? While the pandemic has significantly impacted several industries, the face of healthcare has drastically changed. WebPT provides web-based electronic medical record systems for physical therapists. This week on Product Love, I sat down with Scott Hebert and Russell Olsen of WebPT.

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