Customer Discovery requires a certain mindset. That is more important than a framework:
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It represents an artifact that helps a team uncover opportunities. It starts with a question related to the outcome (for example "how do people entrain themselves with videos?" if the goal is to increase time spent with a streaming app):
The insights from interviews should allow a product team to evolve a map of opportunities that could be considered for solutions:
Once the product team decides to pursue an opportunity solutions can be considered:
Managing by outcome is only as good as the defined outcome. There are 3 types, starting from the general to the actionable:
Is a simple way to visually represent the path one may take to reach a milestone. It is the main system of record for tracking the discovery process:
"Should we build this feature?" is a question product people ask themselves a lot. It's a mistake.
Customers don't know what they want but talking to them is still useful. "What needs, pain points or desires matter the most?" is the fundamental question:
Every proposed solution is based on assumptions, which are hard to spot. One way to spot them is to imagine the solution is already functional and then draw a story map with all the steps. Assumptions will become clear:
- The user will engage with our product: Desirability Assumptio...
We are thought that products have to solve problems to be valuable (vitamin vs aspirin analogy). But the best products started without a clear problem to solve. Facebook, Disney etc....
Opportunities encompass customer needs, pain points & desires. Think opportunit...
Agile methodologies revolutionized how products are being built. But building is just half of the problem. Deciding what to build is just as (if not more) important.
Deciding what to build is discovery. Shipping is delivery.
Discovery needs to be treated as an activ...
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