1 Skepticism
We approach knowledge with skepticism (even this text). In the WWM product team we are passionate about continuous learning and being up to date on the methodologies and processes for product creation. However, we are not fans of dogmatism or totalitarian approaches: we adapt our knowledge and resources for our own context and try to maintain a critical spirit.
The contexts in which a product is made are heterogeneous (B2C vs B2B, startups vs corporate, small team vs large team, etc.), and even in similar environments the way of working can be different. We believe that frameworks, methodologies, rituals or guides should be understood as a toolbox, not a dogma. Being a good product manager or product designer is not about knowing all the frameworks by heart and having read all of Marty Cagan's books, but about understanding the particular context and situation and applying the correct solution.
2 Versatility
At WWM we are multitaskers. Our team is made up of people from various fields: law, hotel management, advertising, architecture... The rest of the WWM teams are also quite diverse, with colleagues who have founded their own company or people with a deep knowledge in the mobility field. Even our CEO is a former pilot! We believe that this makes the team more resilient and flexible when facing challenges.
An efficient product team should have an impact in almost all areas of a company, especially in technology, design and business, but also in marketing, human resources or operations. You don't have to be an expert, but we believe that you have to be able to understand many aspects of a company and communicate with different stakeholders.
Ultimately, we are people before we are a product manager or a product designer, and having a team that is alive with curiosity and varied interests is reflected in our daily work.
At the core of our professional identities as product managers and product designers, we are humans. Fostering a dynamic team characterized by a genuine sense of curiosity and diverse interests profoundly influences the quality of our daily collaborative efforts.
3 Simplicity
Uncertainty is present in our daily lives and it will always be there. The more you try to reduce uncertainty, the more expensive the project becomes (time invested, people involved, more complex tools...).
For us, the best way to reduce uncertainty is the discovery process. The better we understand the problem, the customer and the business, the more confident we are that the solution will be a success.
However, although discovery is essential, there is always a time when a decision must be made with a certain degree of doubt. The validation of a product or idea is not a dual (yes/no), but a spectrum. The simplification and generality of the solutions, and having a clear vision, gives us flexibility in the face of this uncertainty.
4 Acuity
Data is key in building products, but it is just another tool in the box. Mobility data is complex, as it has a significant geographic component, which is difficult to manage. They also entail a series of decisions about how to treat stock flows, the state of the vehicles or pricing.
That's why we don't blindly follow the data or expect it to give us a perfect answer: it is often biased, complex, and even contradictory. Therefore, it is important to learn how to work with data, but also to be sharp enough and prepared to make decisions with incomplete or contradictory evidence.
5 User-Centric
We prioritize users in every decision. Our commitment to our customers not only encourages them to become product advocates, but also promotes our products and provides them with stability in a highly competitive sector. Our clients are experts in the mobility business, which gives us access to valuable continuous feedback to improve our products, which serves as a compass.
In addition to the continuous flow of requests and customer support, we hold recurring meetings with them to deepen our understanding of their problems, business logic and aspirations for the future. We are proud to say that WWM as a whole has a user-centric mentality, an engine of constant change and evolution.
6 Receptiveness
We work together and take advantage of all the team's input. We are privileged to have several experts in the sector and people with deep knowledge of the mobility business on the team. In the world of the product, users and customers are the main thing, but we believe that the rest of the stakeholders provide us with very important information.
A recurring complaint in the product world is the pressure received from internal stakeholders to develop one functionality or another. For us, the solution is simple: establish clear channels to take advantage of that input. We must never forget that these people usually have a better understanding of the sector than we do and are often users of the product. To take advantage of this continuous flow of ideas and knowledge, we create spaces and channels so that the entire team feels heard.
Making a product is, by definition, a multidisciplinary practice where many different profiles converge with a common objective (PM, PD, PE...). Establishing a strong communication culture where everyone can express their ideas and avoid silos is key.
7 Ownership
Last but not least, we always try to have a clear person responsible for projects and tasks. That person is not necessarily the expert on the topic or the person responsible for all the points to be done, but rather the one who leads and coordinates all efforts to achieve the set objectives, and the person to go to when someone has questions about it.
We are always ready to lead.