A skeleton crew
As a new domain and a new team, the Activation team was short staffed, at the time only consisting of a Product Designer/Manager tasked with building the team. There was no process in place for how the team should work, who the primary stakeholders were, and where to find information related to this space.
Identifying a reporting and working structure
Establishing a high level set of working processes
Together with input from another Product Manager that I was working with, the Activation team’s Product Manager and I met together to review initial workflows that she had put together. I was able to contribute to this process by outlining phases centered around internal problem alignment, stakeholder alignment, having a clear hypothesis or opportunity statement, how we might use research and discovery methods to validate or invalidate our hypothesis, aligning around a v1 experience (or MVP) and outlining clear product requirements for engineering, and lastly, how we would measure success.
Additionally, we outlined how we would ideally work with our Engineering team mates to help them understand goals and have enough time for conducting technical spikes and investigation for more complex items. We documented this process in Miro and made it available to everyone in the company.
Documenting decisions, resources, and work
As these team working agreements were being established, we spun up documentation resources within the company’s Clickup space and we listed everything from our working processes, our primary and secondary stakeholders, primary team KPIs and success metrics, our team’s roadmap, and any resources related to design or related to the team’s space. Other teams in the company would later go on to use similar frameworks and documentation practices.
Overall, this was a successful kickoff of the team given the unique constraints. However, there are always things that could have been done to improve the experience. Reflecting on this project, here are a few things I would focus on in hindsight.
Establish clearer practices around experimentation
In retrospect, I would have advocated for more experimentation around the key assumptions we established earlier on. I believe we could have delivered incremental value and quick learnings by conducting a series of experiments to test our key assumptions into a more immersive onboarding experience rather than a larger upfront test.
Develop a holistic North Star vision of the experience in Arcade through the lens of Activation
I’ve learned that any time an organization is spinning up a new practice or experience it helps to rally the team around a central North Star vision or experience. This serves as a way to inspire the team and open up conversations about what the ideal experience should be. While I was able to ideate on a few key ideas, In hindsight, I would have taken some time to carve out a more singular Northstar vision for Arcade that would articulate the possibilities for how we could achieve our goals and spark ideas for experiments that the team could work on in the future