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January 12 - March 4, 2024
The more folks involved in each decision, the longer it will take to reach that decision. You want to balance speed of decision-making with inclusiveness.
At a minimum, weekly touchpoints with customers By the team building the product Where they conduct small research activities In pursuit of a desired outcome
the focus on outcomes at the cost of the customer is not uncommon.
A continuous mindset requires that we deliver value every sprint.
Instead of asking, “Should we solve this customer need?” we’ll ask, “Which of these customer needs is most important for us to address right now?”
challenging goals can decrease performance if the team doesn’t have strategies for how to achieve their goal. These studies found that encouraging teams to “do their best” was more effective than setting specific, challenging goals. Additionally, these studies found that setting an initial learning goal (e.g., discover the strategies that might work) was more effective than setting a performance goal. Only once appropriate strategies were identified did performance increase with a specific, challenging performance goal.
As long as your brain can summon a compelling reason, it will feel like the truth—even if it isn’t.
If you want to build a successful product, you need to understand your customers’ actual behavior—their reality—not the story they tell themselves.
The hard reality is that product strategy doesn’t happen in the solution space.
Product strategy happens in the opportunity space. Strategy emerges from the decisions we make about which outcomes to pursue, customers to serve, and opportunities to address.
By addressing only one opportunity at a time, we unlock the ability to deliver value iteratively over time. If we spread ourselves too thin across many opportunities, we’ll find ourselves right back in the waterfall mindset of taking too long to deliver too much all at once.
It’s important that we frame our discovery decisions as two-way door, reversible decisions.
teams competent in modern discovery techniques can generally test on the order of 10–20 iterations per week.”
the best product teams complete a dozen or more discovery iterations every week. This pace is possible only when we step away from the concept of testing ideas and instead focus on testing the assumptions that need to be true in order for our ideas to succeed.
