bm.zer01.sh Open in urlscan Pro
34.203.62.220  Public Scan

Form analysis
0 forms found in the DOM

Text Content

Login
Sign up
Log in


HomeMembersSpaces

Spaces
💬
General

Guidelines

Ideas

Podcasts

Ideas

Events

Changelog

Engineering Articles
© Copyright 2024
Sort by latest
Deleted Member
5 days ago · Posted in General



THIS POST WILL GO FOR MODERATION

Because it includes a banned word


Like

Follow

Share

Zee Sh
5 months ago · Posted in Engineering Articles



COMMUNICATION, COLLABORATION, COORDINATION:

teamwaaaaIt takes a wide variety of skills, perspectives, and expertise to build
a next-generation product.

Many companies depend on strong cross-functional teamwork and relationships to
build a product that delivers real value to their customers. Interlock is no
exception.


WHAT IS CROSS-FUNCTIONAL TEAMWORK?

The phrase “cross-functional” is most commonly used to describe a team made up
of people with different functions or skills.

At Interlock for example, our product teams include designers, programmers, and
product managers, unique roles working together as one. Or you might hear the
term used when teams from different parts of a business work together on a big
project, like the launch of a new product or release.

The phrase “cross-functional” is most commonly used to describe a team made up
of people with different functions or skills.

> “For organizations to be truly effective, every team needs to consider itself
> as working cross-functionally all the time, not just on a project by project
> basis”

In both of these situations, a program or product manager takes the lead,
operating as a kind of conductor, making sure all the instruments are in harmony
and ensuring everyone knows their role,  timing, and goal.


See more
Product & Design

Like

Follow

Share

Zee Sh
5 months ago · Posted in Engineering Articles



CUSTOMER SUCCESS: WHAT IT MEANS & WHY IT MATTERS

Over the last decade, cultural trends, customer expectations, and business
realities have combined to compel more and more businesses to prioritize
customer success. Companies understand that, for customers to continue growing
their lifetime value, they first need to feel successful with the product.

However, a lot of confusion has sprung up around how to ensure customers are
successful: Are there specific metrics one needs to follow? Is there a playbook
that companies can adopt to ensure success? Similarly, is customer success any
different from other functions, such as customer support?

Below, we share an overview of everything you need to know about customer
success.


WHAT IS CUSTOMER SUCCESS?

Customer success is the effort a business undertakes to help its customers be
most successful, both with its product and in their own business operations.

However, it is no longer sufficient to assume that the company as a whole will
take on customer success management; for your customers to shine, you'll need
someone (or a team) to be wholly focused on it. Dedicated customer success teams
take a proactive, data-led approach to helping customers more effectively use a
product.

Depending on the structure and maturity of the team, it may handle everything
from trial user engagement through renewal. This comprehensive approach helps
businesses reach several top-level goals, including:

 * Increasing renewal sales and revenue.

 * Inspiring customer loyalty and retention.

 * Boosting lifetime customer value and annual recurring revenue (ARR).

 * Reducing churn.

Customer success increases the likelihood that users will stick around by
maximizing their mastery of the product. For subscription-based businesses,
that's a vital component of growing monthly recurring revenue (MRR). For
companies that don't follow that particular model, the value of customer success
shows itself with leading product insights and word-of-mouth marketing.

However, customer success experiences overlap with other customer-facing
functions, such as customer support, customer experience, and even account
management. As easy as it is to talk about what customer success is, it's
equally important to distinguish what it isn't.


See more
Product & Design

Like

Follow

Share

Zee Sh
5 months ago · Posted in Engineering Articles



PRODUCT PRINCIPLES: SHAPING THE SOLUTION TO MAXIMIZE CUSTOMER VALUE

At Interlock we believe that clear guiding principles are the best foundation
for building product and keeping teams aligned.

Our engineering principle “shape the solution” allows us to deliver better
customer value and maintain a team of highly engaged, aligned and motivated
individuals. Shaping the solution means that we never blindly execute on
requirements defined by others. We deeply understand the value of our work, and
help design solutions which efficiently deliver that value.

> This is the sixth post in a series exploring our product principles. Here,
> Levent discusses our engineering principle “Shape the solution”.


ENGINEERS ARE INVOLVED FROM THE OUTSET

In a lot of companies, the product development process is based around
negotiation. A product owner, business analyst, or product manager articulates
the customer’s requirements and passes them on to the engineering team. The
engineers provide feedback, generally in the form of pushback, and the parties
negotiate towards consensus.

> “A truly high-performing, self-organizing team would never organize itself
> into silos”

Not only does this guarantee that, by design, only one person is empathetic
towards the customer’s needs – but it’s the opposite of a culture of
collaboration. A truly high-performing, self-organizing team would never
organize itself into silos in this way.

At Interlock, our engineering team values mark out the qualities that we think
make for great engineers. Engineers that shape the solution from beginning to
end:

 * Truly care about what they’re working on.

 * Want a say in the outcomes they work towards.

 * Understand the role collaboration plays in building great products.


See more
Product & Design

Like

Follow

Share

Zee Sh
5 months ago · Posted in Engineering Articles



IS IT TIME TO UPDATE YOUR ENGINEERING PROCESSES?

Well-thought-out engineering processes are an asset to any company – but if they
aren’t being updated regularly, these processes can start to slow you down.

I came to Interlock from a company with a culture of heavyweight engineering
processes. It was a well-oiled machine with battle-tested and often updated
procedures.

From an engineering perspective, it successfully kept you focused on coding.
Tasks were always well-described in Jira, and included clearly defined
expectations. Designs came in and were exported to HTML so you didn’t have to
worry about using Sketch. You did your job, then moved the task to QA. If
something came back, it was always with a good description of what wasn’t
working.

When I started at InterLock, however, I was surprised at how lightweight the
weekly engineering processes felt compared to my previous company. No
estimations. No Jira. No separate QA team. Initially, I felt overwhelmed. I
wondered why it looked this way, why everyone just aligned and no one tried to
structure the processes as I was used to.

> “Processes have to serve the development of the product”

The main reason is that in both of these companies, there were different
problems to solve, even though it looked similar on the surface. Interlock is
very much a product-first company, and very heavyweight processes can be too
much of a constraint in a product-first company. In this sort of environment,
the processes have to serve the development of the product, rather than the
product developing out of predetermined processes.

At Interlock, we have a very strong culture of solving the right problems. We
are ruthless in defining what the true problem is, how we solve it using a
small, well-scoped project (or a cupcake, as we like to call them), and how it
might eventually look like if the cupcake proves to be successful.

In short, we ask what is the problem and how will you measure that it’s solved.
And we don’t just use this approach when working on our products – we try to
apply the same approach whenever we want to add new or adjust existing
engineering processes.


THE SUBCONSCIOUS BENEFIT OF PROCESSES

In any organization, processes are important and beneficial. They streamline the
workflows, help people make fewer mistakes and bring some degree of comfort –
having a good set of processes can create the sense that work has already begun
to proceed.


See more
Engineering

Like

Follow

Share

Good morning 👋

Welcome to Zee01

Connect, share, and engage with community and build relationships.

Please log in if you are already a member or sign up for an account.

Join the communityAlready a member?


LEADERBOARD


All timeMonthWeek
1

Zee Sh
58