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

by Teresa Torres

Let’s walk through an example. Suppose we are working at our streaming-entertainment company, and we are exploring three different solutions (setting up a good compare-and-contrast decision) for the target opportunity “I want to watch live sports.” Integrate local networks (e.g., ABC, CBS, NBC) into our service License broadcast rights directly from the different sports leagues and serve the sporting events up ourselves Bundle our streaming service with a partner who streams live sports To story map our first idea—integrating local networks—we need to start by identifying the key players. In this case, it’s easy to make the mistake of thinking our key players are our business-development folks and their equivalent at the respective local channel providers. But remember, with story mapping, we want to assume the solution already exists. We aren’t story mapping what it would take to build the service—we are story mapping what the key players need to do for our consumer to get value from it. So, in this case, our key players might be the sports consumer (i.e., our subscriber), our streaming platform, and any number of local TV channel partners. Our story map might include the following steps: Our subscriber comes to our platform to watch live sports. Our platform has live sports options for our subscriber to choose from. Our subscriber browses the options and chooses a sport that is currently on a local TV channel. Our local channel provider’s content is available to stream. ...

Story mapping is a tool for idea testing - here we havexq clear exAmple