As part of our ‘5 Minutes With…’ series, we caught up with David Berlin, who launched DAZN across all platforms and the BBC iPlayer iPhone app, amongst others, during a career in product spanning more than 20 years. David has recently taken up post as VP of Product at UNiDAYS.
The iPlayer app became the most successful iPad app ever in the UK and iPlayer was the number 1 app in the UK in both app stores for over a year during his time at the BBC. He joined DAZN as a founding team member of 12 employees and helped grow the organisation to more than 3,000. He launched and grew the mobile apps to be the top grossing sports apps worldwide with 8 million paying subscribers of DAZN within 3.5 years, which we believe was a growth record, until more recently broken by Disney Plus. We talked to him about the secret sauce behind inventing these icon apps.
David, you’ve launched two of the world’s most successful streaming services, have you always had the Midas touch?
With both of those launches, I worked within brilliant teams, including Ben Lavender (invented iPlayer, launched Amazon Prime Video and DAZN), David Madden (iPlayer mobile), Marcus Parnwell (iPlayer and DAZN living room) and Will Briggs (Livesport and DAZN) amongst others, but I think much of the success of my particular involvement was due to the large amount of myspectacular failures / learnings with previous projects.
I invented and launched the world’s first interactive VOD shopping channel in September 2009 on the BT Vision platform. Gaby Roslin was your celebrity shop assistant, helping you find a kitchen gadget for your parent, or a tech tool for your sibling’s birthday. The concept was a great idea that no one wanted, and the project failed badly / provided badass learning!
Later in 2009, during the first year of the existence of the Apple App Store, I founded a start-up to build a satirical news mobile app. I approached the project in a very Waterfall way and tried to get funding for a well-rounded experience at launch, when we should have focussed on a basic Minimum Viable Product (MVP), launched, and then iterated based on user feedback. Unfortunately, we didn’t manage to get sufficient funding due to these failings / learnings.
However, in 2011 the BBC were looking for a Product person with rare VOD and mobile app experience to work out what the iPhone iPlayer app should do, and in their desperation, they turned to me. Throughout my career, my past disappointments have proved genuinely helpful with future challenges, without learn / fail!
So how do you get started with any new innovation project?
First you need to understand the user need/problem/opportunity.
Einstein is commonly quoted as saying: “If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and five minutes thinking about solutions.” In fact, he didn’t ever say this, but he should have done, it’s very wise and whoever did come up with this was well worth listening to.
I was very lucky when, early on in my career, senior members of Apple Developer Relations from Cupertino shared some gold with me: “Don’t try to create a new user need - it is very hard and only organisations with extremely large existing userbases can even contemplate it - find an existing need and serve it better than before. That’s what makes a successful app!” For example, Netflix, Uber, Airbnb etc. all cater to long standing existing needs, but serve them better due to technological advances.
So, you first need to look for pain points in modern life that are relevant to your area of business and make sure you really understand where there could be opportunity for your organisation to focus
How do you go about finding these pain points?
It is important to consider the goals of your organisation - your North Star, or top level OKRs; what the company is trying to achieve, because whatever user needs you try to solve must align with the company goals, for example if the company is focussed on retaining existing users, you should not be innovating in the area of expansion into new markets.
You also need to understand the parameters within which your organisation is prepared to operate. For instance, if your core business is a marketplace app, your Board may not be prepared to let you innovate with producing a new product to sell on that marketplace, jeopardising the company’s impartiality and damaging partner relationships etc.
Clues to underserved needs and new opportunities can come from many places, including your usage data, market data, competitor analysis, tech trade fairs, user testing, stakeholders ,and the zeitgeist etc.
Only once you have comprehensively understood your business goals and parameters, as well as your problem / opportunity / need, can you move onto the ideation phase and start thinking about solutions.
Who do you invite to participate in the ideation phase?
There are 2 traditional approaches to innovation:
Neither of these approaches work in isolation and in reality, both Microsoft and Apple, as well as anyone who has successfully innovated, combine the two. Obviously, an expert, who is aware of what cutting edge technology could help, is better placed to try to solve a user need than an unskilled user who has no expertise in that field. However, as Marty Cagan stresses in The Inconvenient Truth About Product: “At least half of our ideas are just not going to work… customers just aren’t as excited about this idea as we are… it’s so complicated that it’s simply more trouble than it’s worth”.
So, we must ask experts to hypothesize which solutions will serve those user needs best, then rapidly test the hell out of these solutions to validate they genuinely work with real users, before committing too much company time or resource.
And who are these “experts”? I generally assemble an Avenger-like team of representatives from Product, UX (incl. UX Research), Tech, Data, and “The Business” (whilst a Programme Manager is also a good idea once people start getting actions). ‘The Business” is represented by whoever is best placed from elsewhere within the organisation, depending on the area you are innovating. For instance, if your innovation is surrounding landing pages, then invite someone from Marketing, whilst if you are thinking about Homepage layout, perhaps someone from Content would be appropriate and so forth.
How do you structure an ideation phase to optimise innovation?
There are a few common elements that I have found to be useful in all innovation scenarios:
Now you understand the business and user needs, and have a load of hypothesized solutions, how do you work out which ideas are likely to be a success?
It really depends on the nature of the project. For example, are you launching a whole new app from scratch, or just optimising an existing function. Horses for courses.
Here are a few of the main approaches I have found useful, and once you have agreed success metrics for each hypothesis, you can use any of these methods or a combination, whatever the size of your organisation:
More than 50% of the experiments that the likes of Amazon or Microsoft try have negative results and it is imperative for organisations of all sizes to build confidence in solutions quickly and cheaply, before moving them into an expensive full fat build phase.
The above is really just scratching the surface, but since co-founding the Business Analysis course at the BBC Academy, I have thoroughly enjoyed mentoring and coaching, whilst there is always more to learn; so, I’m really interested if you think I’ve missed anything major, you need advice on structuring an innovation workshop, or you want to share any of your own useful past failures / learnings.