techlist.io
KR EN

product-management

3 posts

woowahan

For a Seamless User Experience: The Journey (opens in new tab)

To provide a seamless user experience, Baedal Minjok (Baemin) successfully integrated KakaoTalk brand vouchers directly into its ordering system, overcoming significant technical and organizational barriers between platforms. This project was driven by a mission to resolve long-standing customer friction and strategically capture external purchase demand within the Baemin ecosystem. By bridging the gap between Kakao’s gifting infrastructure and Baemin’s delivery network, the team successfully transformed a fragmented journey into a unified, user-centric service. ### Bridging User Friction and Business Growth - Addressed persistent Voice of Customer (VOC) complaints from users who found it inconvenient to use KakaoTalk vouchers through separate brand apps or physical store visits. - Aimed to capture untapped external traffic and convert it into active order volume within the Baemin platform, enhancing customer retention and "lock-in" effects. - Defined the project’s core essence as "connection," which served as a North Star for decision-making when technical constraints or business interests conflicted. ### Navigating Multi-Party Stakeholder Complexity - Coordinated a massive ecosystem involving Kakao (the platform), F&B brands, third-party voucher issuers, and internal Baemin backend teams. - Managed conflicting KPIs across organizations, balancing Kakao’s requirement for platform stability with voucher issuers' needs for settlement clarity. - Employed "context-aware communication" to bridge terminology gaps, such as reconciling Baemin’s "register and use" logic with the voucher companies' "inquiry and approval" workflows. ### Standardizing External Voucher Integration - Developed a standardized technical framework to accommodate diverse external voucher issuers while maintaining a consistent and simple interface for the end-user. - Resolved technical trade-offs regarding API response speeds, error-handling policies, and real-time validation across disparate systems. - Empowered Product Managers to act as "technical translators" and "captains," proactively managing complex dependency chains and prioritizing core features over secondary improvements to meet delivery timelines. The successful integration of KakaoTalk vouchers demonstrates that overcoming platform silos requires more than just technical API mapping; it requires a fundamental shift toward user-centric thinking. By prioritizing the "seamlessness" of the connection over individual platform boundaries, organizations can unlock significant new growth opportunities and deliver a superior digital experience.

product-managementuxapi-designbackend+3
kakao

How the POPM program became (opens in new tab)

Kakao developed its internal POPM (Product Owner/Product Manager) training program by treating the curriculum itself as an evolving product rather than a static lecture series. By applying agile methodologies such as data-driven prioritization and iterative versioning, the program successfully moved from a generic pilot to a structured framework that aligns teams through a shared language of problem-solving. This approach demonstrates that internal capability building is most effective when managed with the same rigor and experimentation used in software development. ## Strategic Motivation for POPM Training * Addressed the inherent ambiguity of the PO/PM role, where non-visible tasks often make it difficult for practitioners to define their own growth or impact. * Sought to resolve the disconnect between strategic problem definition (PO) and tactical execution (PM) within Kakao’s teams. * Prioritized the creation of a "common language" to allow cross-functional team members to define problems, analyze metrics, and design experiments under a unified structure. ## Iterative Design and Versioning * The program transitioned through multiple "versions," starting with an 8-session pilot that covered the entire lifecycle from bottleneck exploration to execution review. * Based on participant feedback regarding high fatigue and low efficiency in long presentations, the curriculum was condensed into 5 core modules: Strategy, Metrics, Experiment, Design, and Execution. * The instructional design shifted from "delivering information" to "designing a rhythm," utilizing a "one slide, one question, one example" rule to maintain engagement. ## Data-Driven Program Refinement * Applied a "Product Metaphor" to education by calculating "Opportunity Scores" using a matrix of Importance vs. Satisfaction for each session. * Identified "Data/Metrics" as the highest priority for redesign because it scored high in importance but low in satisfaction, indicating a structural gap in the teaching method. * Refined the "features" of the training by redesigning worksheets to focus on execution routines and converting mandatory practice tasks into selective, flexible modules. ## Structural Insights for Organizational Growth * Focused on accumulating "structure" rather than just training individuals, ensuring that even as participants change, the framework for defining problems remains consistent within the organization. * Designed practice sessions to function as "thinking structures" rather than "answer-seeking" exercises, encouraging teams to bring their training insights directly into actual team meetings. * Prioritized scalability and simplicity in the curriculum to ensure the structure can be adopted across different departments with varying product needs. To build effective internal capabilities, organizations should treat training as a product that requires constant maintenance and versioning. Instead of focusing on one-off lectures, leaders should design structural "rhythms" and feedback loops that allow the curriculum to evolve based on the actual pain points of the practitioners.

product-managementdata-analysisagileproduct-design+3
kakao

Were we solving the real (opens in new tab)

The POPM (Product Owner/Product Manager) training course at Kakao focuses on restructuring existing professional knowledge into a cohesive framework for solving real-world business problems. Rather than simply delivering new information, the program emphasizes aligning strategy with execution, transforming "strategy" from a vague concept into a practical set of decision-making criteria. The ultimate goal is to move teams away from a "release-only" mindset toward a cycle of continuous hypothesis verification and learning. ### Strategic Thinking and Metric Modeling * **Strategic Decision Criteria**: Strategy is redefined as the standard for team judgment, utilizing frameworks like MECE, MVP, and priority-setting models to align daily tasks with long-term goals. * **Metrics as Problem-Solving Language**: Key indicators such as Funnel, Retention, Cohort, and LTV are treated not just as data points, but as a language used to define and reveal underlying product issues. * **Context-Based Design**: UX design is approached through "context-based logic" rather than intuition, encouraging teams to ask which specific design fits the current user journey. ### Systematic Experimentation and A/B Testing * **The MASS Framework**: Experiments are designed and evaluated based on being Measurable, Attributable, Sensitive, and having a Short-term cycle. * **Failure Analysis Routines**: The curriculum emphasizes the importance of establishing a routine for interpreting failed experiments, ensuring that every test contributes to the team's institutional knowledge. * **Incremental Testing**: Encourages a culture of "starting small," giving teams the confidence to run experiments without requiring massive resource allocation. ### Building Repeatable Execution Loops * **Metric-Based Retrospectives**: Teams transition from simply finishing a release to a structured loop of "Problem Definition → Hypothesis → Metric → Verification → Retrospective." * **Formalizing Problem Definitions**: Using templates to 명문화 (formally document) the problem, expected behavior, and success metrics ensures that the entire team—not just the PO—understands the "why" behind every task. * **Operational Rhythms**: Teams are adopting fixed weekly or bi-weekly cycles for sharing insights and adjusting priorities, turning data-driven execution into a natural habit. The most critical takeaway for product teams is to constantly ask: "Is the work we are doing right now actually a solution to a defined problem, or are we just busy releasing features?" Success lies in moving beyond the sense of accomplishment from a launch and establishing a repeatable rhythm that validates whether those efforts truly move the needle.

product-managementdata-analysisproduct-strategyagile-methodology+3