Amplitude digital transformation research & Strategy
Led a research initiative focused on digital transformation to drive revenue
Role
Lead researcher and product strategist
Team
Collaborated closely with Product leadership
Skills
Generative User Research and Service Design
Impact
Influenced yearly planning and all product roadmaps
The Problem
The product
Amplitude began as a product analytics tool focused on the needs of power users. As the company and product expanded to digital analytics, the use cases and target customers also evolved.
Teams were familiar with digital native companies and less familiar with digital transformers. Understanding low-maturity enterprise companies on a digital transformation journey was key to the company’s success. I collaborated closely with the VP of Product to create a customer maturity model as a first step.
A version of the customer maturity model presented at CKO
The competition
Adobe Analytics and Google Analytics were key competitors with enterprise companies.
Approach
I worked on this initiative alongside other projects. Targeted activities included:
User research calls with enterprise customers and prospects in Healthcare, Retail, Media, and Financial Services
Competitive analysis of competitor tools and BI tools
User research calls with internal stakeholders in Sales, Customer Success, and Professional Services
Outcomes
I frequently presented insights and documented learnings in decks, docs, and diagrams. From this initiative, I launched a quarterly Insights Day for PMs, Designers, and Engineers to share customer learnings across the product development org.
defined Low-maturity enterprise (LME)
The acronym LME was used a lot internally without a common definition. We needed to align on a common definition.
Created a slide to define the new target customer
enterprise companies have a variety of Users
Enterprise companies undergoing digital transformation have a mix of users that differs from digital native companies. Non-technical roles have domain knowledge, while digital-focused roles are familiar with product development processes.
Persona map that documents the relationship between roles
Meet customers where they are but don’t leave them there
“Meet customers where are they are” was a common mantra in the product team. As the target customer included more non-technical users, we needed to rethink how the product experience meets customers where they are.
At enterprise companies, not every user will be a power user
physical products are different than digital
I learned that the lifecycle of physical product development is very different than software development. I mapped out the end-to-end process that included digital touchpoints for the team to better understand digital transformers.
The Impact
By sharing learnings throughout the year and at Insights Day, I was able to influence the following year’s product strategy and team roadmaps.
The enterprise learnings continued to be referenced years later as the product strategy shifted.
Learnings
I discovered that there were similar initiatives in Marketing and Customer Success, and began coordinating efforts with them. I realized that starting that collaboration earlier would have reduced redundant work.