How Airbnb Reengineered the Product Development Process

Airbnb is known for its coolness. Need to rest in a treehouse in the Balinese wilderness? It's only
a couple of snaps away. Hoping to make some auxiliary pay on your summer home? Show it on
Airbnb.
In the background, the organization battled to find its interior character in a plan driven Silicon
Valley and make a feasible, speedy to convey, item advancement process.
Problem
The three primary capacities which added to the Airbnb item advancement process —
originators, designers, and scientists — working in storehouses, just hopping into the cycle at
characterized times.
Those characterized times weren't serving the ultimate objective of conveying an incredible item
on schedule.
Fashioners needed to look out for specialists to review code before a false could be pictured on
screen. Thusly, engineers needed to look out for scientists to approve item thoughts, just to find
at the end that project suppositions were misguided.
This was less so a disappointment of demolishing analysts, penniless planners, or excessively
pined for engineers.
It was a cycle disappointment.
"This was a solid sign to me [of] a disappointment of cycle and the requirement for all the more
profound and predictable commitment between ... groups," said Judd Antin, Head of Research at
Airbnb.
Solution/ Arrangement #1: Treat Geographically Dispersed Resources like They Were
Centralized

The item advancement process should have been re-designed. Not advanced or robotized, yet
generally upgraded. As per Alex Schleifer, Head of Design at Airbnb, he and around 300 others
in Airbnb's item group went through nine months doing precisely that.
The arrangement? To establish one computerized climate where creators and designers work
flawlessly together.
Instead of each joining dealing with isolated frameworks, which implied adjusts and adjusts of
"semi models" and "layers of deliberation", this single computerized climate empowers records
to show refreshes continuously and reflect genuine information.
“To prototype [something] before, it would have taken us days of revisions. Using the new
system, we can redesign one of those screens in 45 minutes.”
Alex Schleifer, Head of Design at Airbnb

BPR Learning

Treat geographically dispersed resources as though they were centralized. In Airbnb’s case, the
way to centralize the product development process was to centralize the internal development
tool.
Even if coworkers weren’t able to sit in the same room, they were looking at the same product in
real-time.
Solution/ Arrangement #2: Organize Around Outcomes, Not Tasks

One more piece of the reengineering arrangement of Airbnb's item advancement process was to
plan item groups around results, not highlights.
"In the event that you [organize] dependent on highlights, you will propagate those elements
whether or not they're valuable," clarified Jonathan Golden, Airbnb's Head of Product.
This methodology prepared in a new advance into the item improvement process — feelings.
Groups were presently pushed to discuss results from both a grandiose, optimistic point of view,
just as a bare essential code viewpoint This virtual centralization supports the team in a quick
back and forth product development.

“Outcomes define what we want to achieve for people in our community.”

Jonathan Golden, Airbnb’s Head of Product
BPR Learning
Coordinate around results, not undertakings. This rule holds when applied to normal business
cycles like Procure-to-Pay and Order-to-Cash, yet in addition Product Development.
At the point when individual undertakings (or for Airbnb's situation, highlights) become the
hierarchical need, the bigger result is erroneously retired for the quick need of the errand.
Solution/ Arrangement #3: Link Parallel Activities Instead of Integrating Their Results

What might be said about the scientists who might come in toward the finish of a project and
destroy everything originators and engineers had assembled?
As indicated by Antin, Researchers became "profoundly implanted into groups, as equivalent
accomplices in the item group, shaping solid and suffering connections."
They currently partake in each phase of the item improvement cycle to guarantee the voices of
visitors and hosts are fused all through the venture, not similarly as an approval stage at the end.

“By making all this happen at the right point in the process, things move faster, not slower,
because there's … more informed decisions and less backtracking.”
Judd Antin, Head of Research, Airbnb.
BPR Learning
Connection equal exercises as opposed to coordinating their outcomes. By implanting specialists
into the cycle, they had the option to approve advancement stages en route.
Rather than attempting to rub research results to a generally existing item, Airbnb joins research
exercises alongside creator and designing exercises.