Mo Ladha

Hot off the press 🔥 - here's a series of my reforge artefacts that showcase how I take a customer problem from discovery to delivery at Octopus Deploy. As a PM its rare to have the autonomy to shape how you work and I'm so grateful to have that at Octopus. I hope you find these artefacts useful. Part 1️⃣ - 🧠 Mindmap for new feature scoping - https://lnkd.in/g5Nuvzcm Part 2️⃣ - 👱🏼 User research snapshots - https://lnkd.in/gKigq-wV Part 3️⃣ - ⚽️ Kickoff workshop - https://lnkd.in/gq8DYpWz Part 4️⃣ - 📝 Pitch document - https://lnkd.in/gbAZtv8u We are always hiring at Octopus. Check out our careers page and get in touch if you'd like to find out more. https://lnkd.in/gkavnwPK Credits: I used Teresa Torres' Interview snapshot template in Part 2 to create the Runbook specific snapshots. See https://lnkd.in/gReyTarg. Our Pitch documents are originally inspired by the Shape Up Pitches. I have changed it to suit my needs. See https://lnkd.in/giACV-yT.

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The voice capabilities in GPT-4o (pronounced 'omni') are going to grab the headlines, but the real value might be in the small print. It's all about response time: 🐌 GPT 3.5 took 2.8 seconds to respond to speech input. 4.0 took 5.4! This knocked out any hope of integrating it into any kind of real time experience (though it didn't stop indie game designers trying). 🏃🏻‍♂️ Omni takes an average of 320 milliseconds. That's 94% decrease! Omni is now able to respond to voice as fast as a human can, and developers are going to pay 50% less for the privilege. All we need now is the Stephen Fry voice pack...

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I’m loving the direction of the plan comparison chart we just added to the IntegrationOS pricing page: ▪️ Plan names are sticky to keep in view ▪️ Plan names have individual CTAs ▪️ Features are segmented by core product, security and support ▪️ FAQ accordion to answer any stubborn questions

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The answer does not lie in data… Brief excerpt from Howard Schultz (founder of Starbucks) analysing their recent miss in revenues and market expectations, and how to turn their fortunes around (expanded quote below). It’s interesting (and disappointing!) how data is not viewed as supporting the customer experience & strategy but rather as transactional. Even more so because implementing the concrete solutions proposed, a mobile ordering and payment solution, and a new go to market strategy, in my view require critical data & digital insights. I’ve seen many posts on LI relating to aligning the data strategy to the business strategy. The educational and foundational element that enables CEOs/Boards to understand the full extent of how data can be a key transformational enabler in their business still has a long way to go. As a CDO it’s key to focus on this aspect to make sure that the whole organisation understands the value of data to inform strategy and critical business projects. It’s far from a given in most organisations, even in those that like Starbucks are advanced data users or perceived to be. Now, data is not going to have all the answers and is not a panacea, but in my experience its value is overlooked in most business situations. “Over the past five days, I have been asked by people inside and outside the company for my thoughts on what should be done. I have emphasized that the company’s fix needs to begin at home: U.S. operations are the primary reason for the company’s fall from grace. The stores require a maniacal focus on the customer experience, through the eyes of a merchant. The answer does not lie in data, but in the stores. Senior leaders—including board members—need to spend more time with those who wear the green apron. One of their first actions should be to reinvent the mobile ordering and payment platform—which Starbucks pioneered—to once again make it the uplifting experience it was designed to be. The go-to-market strategy needs to be overhauled and elevated with coffee-forward innovation that inspires partners, and creates differentiation in the marketplace, reinforcing the company’s premium position. Through it all, focus on being experiential, not transactional.”

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