{"id":26975,"date":"2022-03-09T17:41:08","date_gmt":"2022-03-09T17:41:08","guid":{"rendered":"https:\/\/www.intercom.com\/blog\/?p=26975"},"modified":"2025-01-03T13:20:16","modified_gmt":"2025-01-03T13:20:16","slug":"product-principles-deliver-outcomes","status":"publish","type":"post","link":"https:\/\/www.intercom.com\/blog\/product-principles-deliver-outcomes\/","title":{"rendered":"Intercom\u2019s product principles: How we focus on delivering outcomes"},"content":{"rendered":"<p>At Intercom, shipping is just the beginning.<\/p>\n<p>We iterate, fight for adoption, and keep pushing for maximum impact for our customers and our business. We strive to deliver outcomes as well as outputs to drive real results for our customers.<\/p>\n<p>In an episode of our <a href=\"https:\/\/www.intercom.com\/blog\/podcasts\/intercom-on-product-rethinking-outcomes-over-outputs\/\">Intercom on Product podcast<\/a>, our co-founder Des summed up the output vs outcomes relationship in this way: \u201cit\u2019s what you ship versus what happens because of the thing you ship.\u201d We work to ensure that what happens because of things we ship delivers tangible value to our customers.<\/p>\n<blockquote class=\"pullquote-style-one\"><p>\u201cDriving great customer outcomes while ignoring business outcomes doesn\u2019t make a successful company\u201d<\/p><\/blockquote>\n<p>But in the end, driving great customer outcomes while ignoring business outcomes doesn\u2019t make a successful company. We strive to balance both, delivering high-impact outcomes for both our customers and our business. Here\u2019s how we do it:<\/p>\n<h3>We frame the outcomes we\u2019re aiming to drive upfront<\/h3>\n<p>We think about what kind of customer and business outcomes we&#8217;re striving for from the outset, particularly when putting together our <a href=\"https:\/\/www.intercom.com\/blog\/how-to-write-problem-statements\/\">problem statement<\/a>. Throughout the process, we ask ourselves: \u201cWhat measurable change in customer behavior will result from successfully solving the problem?\u201d, and typically measure this behavior as product activity or usage.<\/p>\n<p>We use a specific R&amp;D outcomes metrics template to help us think through and articulate the results we\u2019re aiming for. In it, we frame the customer benefits we want to see along with any metrics, targets, and supporting rationale we have. We do the same thing with the business benefits we want to drive.<\/p>\n<blockquote class=\"pullquote-style-one\"><p>\u201cWe ship a feature to solve a customer problem; to drive certain customer behaviors and, in turn, impact business results\u201d<\/p><\/blockquote>\n<p>We ship a feature to solve a customer problem; to drive certain customer behaviors and, in turn, impact business results. Maybe what we\u2019re shipping will save customers time, drive efficiencies, or reduce their costs. We then think about business outcomes or business results. If we solve that customer problem, and drive that customer behavior, what impact might we expect to see within our business? We frame business impact using the following categories:<\/p>\n<ul>\n<li><strong>Acquisition:<\/strong> Will it help us to acquire new customers?<\/li>\n<li><strong>Expansion:<\/strong> Will it help us deepen or broaden our existing customers\u2019 usage?<\/li>\n<li><strong>Retention:<\/strong> Will it play a role in retaining customers or preventing churn?<\/li>\n<li><strong>Revenue:<\/strong> Can we directly link it to commercial impact? For example, something like an add-on can easily be measured in revenue.<\/li>\n<\/ul>\n<blockquote class=\"pullquote-style-one\"><p>\u201cIt&#8217;s not always possible to measure the commercial impact of every product feature\u201d<\/p><\/blockquote>\n<p>Sometimes the lines between shipping a product and driving business results seem oceans apart \u2013 and it&#8217;s not always possible to measure the commercial impact of every product feature. We don\u2019t agonize over it and we certainly don\u2019t want to shoehorn every feature to fit a revenue goal \u2013 but we try to map it back as much as we can.<\/p>\n<h3>We instrument our product so that we can measure our outcome<\/h3>\n<p>We need to ensure we have the right data in place to measure the outcomes we\u2019re striving for. We instrument our product by tracking specific events of interest along with additional context about those events. We use an in-house analytics framework for instrumentation where we track the action, object, place, and metadata for each event. Each user of Intercom can perform an action on a certain object in a certain place, where:<\/p>\n<ul>\n<li><strong>Action:<\/strong> Describes the action that the user took, e.g. opened, clicked.<\/li>\n<li><strong>Object:<\/strong> Describes an object that is acted on or affected by the action, e.g. conversation details, message.<\/li>\n<li><strong>Place:<\/strong> Describes where the action is triggered. This usually represents the page of the app the user was on, e.g. the inbox.<\/li>\n<li><strong>Metadata:<\/strong> Provides additional information about each specific occurrence of the event, e.g. a URL, an ID, a state.<\/li>\n<\/ul>\n<p>This is a critical step towards measuring and driving outcomes. If the feature hasn\u2019t been instrumented, it\u2019s not ready to be shipped.<\/p>\n<h3>We always assume we need to iterate on our products<\/h3>\n<p>We know that we won\u2019t always get it exactly right for our customers or our business, and so we plan and leave time to iterate on our products until we do.<\/p>\n<p>This isn\u2019t easy \u2013 once a feature is released, it\u2019s natural to feel a pull towards the next thing on the roadmap. We\u2019re all guilty of the \u201cship, move on, ship, move on\u201d mentality, but at Intercom we know our job isn\u2019t done when we ship. So we plan to iterate.<\/p>\n<h3>After we ship, we fight for adoption and usage<\/h3>\n<p>We know it\u2019s not simply a case of \u201cbuild it and they will come\u201d \u2013 we have to fight for adoption and usage. That means defining, measuring, and understanding core metrics like awareness, intent, activation, adoption, and engagement. We track and review these metrics post-launch, interpret the results, and take action to improve things when needed.<\/p>\n<h3>We review outcomes and share our learnings<\/h3>\n<p>To codify our learnings, we have a rigorous process for reviewing outcomes and sharing our conclusions broadly across the company. This isn\u2019t just on the PM, data scientist, or researcher, it\u2019s on the entire team. One of the main tools we use for this is an outcome report.<\/p>\n<p>Around a month after we release a feature, we complete an outcome report to reflect on whether or not we\u2019re seeing the outcomes we expect. We look at both quantitative and qualitative feedback to assess how we\u2019re doing, and discuss the actions or decisions we need to make as a result.<\/p>\n<p>For bigger projects or large launches, we might identify multiple checkpoints, assessing outcomes at the three, six or twelve-month mark. Teams share their outcome reports to a dedicated Slack channel to reach as many people as possible, both within their team and across the wider company.<\/p>\n<blockquote class=\"pullquote-style-one\"><p>\u201cWe always assume there will be some post-launch iteration needed, and generally consider this an extension of the original project\u201d<\/p><\/blockquote>\n<p>We always assume there will be some post-launch iteration needed, and generally consider this an extension of the original project. That said, sometimes we need to reprioritize the roadmap to make room for bigger changes. A good guiding principle is to ask ourselves, \u201cHave we sufficiently solved the identified problem for most target customers? Have we achieved the customer and business outcomes we were aiming for?\u201d<\/p>\n<h2 id=\"watch-out-for-anti-patterns\">Watch out for anti-patterns<\/h2>\n<p>These are practices that can creep in after a while without anyone noticing. These could look like:<\/p>\n<ul>\n<li>Failing to decide what outcome we expect at the beginning of a project.<\/li>\n<li>Failing to define suitable metrics and the right instrumentation for the product, feature, or outcome.<\/li>\n<li>Shipping and moving on.<\/li>\n<li>Taking credit for an outcome we didn\u2019t plan to cause.<\/li>\n<li>Rushing through the outcome report process just to check a box.<\/li>\n<\/ul>\n<p>Fighting against these anti-patterns takes a lot of work from teams who genuinely understand the \u201cdeliver outcomes\u201d principle and how important it is to our customers and our business. We need to continue to apply this principle to everything we build to ensure it&#8217;s embedded in our culture and the way we solve customer problems. Doing this helps us to deliver tangible value at scale to our customers and company.<\/p>\n<blockquote class=\"pullquote-style-four\"><p><em>This is the second post in our Intercom on Product series, where experts across Intercom&#8217;s R&amp;D team talk about the principles that guide their work everyday. Read other blog posts in the series <a href=\"https:\/\/www.intercom.com\/blog\/?s=product+principles+series\">here<\/a>.<\/em><\/p><\/blockquote>\n\n","protected":false},"excerpt":{"rendered":"<p>At Intercom, shipping is just the beginning. We strive to deliver outcomes as well as outputs to drive real results for our customers.<\/p>\n","protected":false},"author":221,"featured_media":26982,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"category":[5],"tags":[24995,24998],"coauthors":[487],"class_list":["post-26975","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-product-and-design","tag-intercom-on-product-series","tag-product-principles-series"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.3 (Yoast SEO v27.3) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Intercom Product Principles: How we focus on delivering outcomes<\/title>\n<meta name=\"description\" content=\"At Intercom, shipping is just the beginning. 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