Continuous Discovery Habits: Discover Products that Create Customer Value and Business Value

by Teresa Torres

We went from chopping and changing our discovery approach and needing lots of meetings to work out what to do next to a more structured discovery process. People knew what was expected of them and delivered more consistent results.

We went from chopping and changing our discovery approach and needed a lot of meetings to work out something the same opportunities over the time. How do we consistent on what was expected of them and having more consistent results?

What different between business outcomes, product outcomes, and traction metrics?

If a product team is assigned a business outcome, it’s easy for the trio to blame the marketing or customer-support team for not hitting their goal. However, if they are assigned a product outcome, they alone are responsible for driving results. When multiple teams are assigned the same outcome, it’s easy to shift blame for lack of progress.

[Strategy tips] Assign a product outcome rather than business outcome. It will avoid to shift blame for lack of progress

The product trio brings customer and technology knowledge to the conversation and should communicate how much the team can move the metric in the designated period of time (usually one calendar quarter). The trio should not be required to communicate what solutions they will build at this time, as this should emerge from discovery.

Bring up conversation without come up solutions when product leader assigned and tasked a traction metric