How To Drive Product Discovery Success
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As product discovery never follows a linear process, participants of this interactive hands-on session will be introduced to the »Exploration Model« as an exploratory framework that structures discovery activities around four overarching strategic areas: 1) Mandate Evaluation, 2) Value Partner Comprehension, 3) Sense-Making, and 4) Solution Validation. The session will show how continuous small excursions into these areas help to answer the four most critical discovery questions: Is it a good idea? Is it a real problem worth solving? Are we focussing on the right customers? Do we offer the right customer value? In 60 minutes, demonstrated by way of practical examples and exercises, participants will learn how to put the Exploration Model into practice and turn an early idea or vision into success. Accompanied by the »Unstuck Map« – an exploratory tool to pick the right frameworks – participants will learn how to drive and master the process of building the right products for the right people, serving the right needs, and thereby creating a better business outcome.
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How To Drive Product Discovery Success
- 1. HOW TO DRIVE PRODUCT DISCOVERY SUCCESS Nikkel Blaase • Sr. Product Designer at XING • @JAF_Designer Jan Milz • Freelance Product Owner • @milez
- 2. Nikkel Blaase Senior Product Designer Jan Milz Freelance Product Manager
- 3. Agenda EXPLORATORY DISCOVERY Part I Part II PRACTICAL EXERCISE
- 4. WHY INNOVATION IS CRUCIAL TO SURVIVAL
- 5. People Adopt New Products Faster Than Ever Before Time to 100M people 0 50 100 150 Instagram, YouTube Facebook, Snapchat TV Radio Print Years 📺 📻 📖 Src: medium.com/@mags
- 6. When People Switch,They Fire Their Old Solution
- 7. „ L Our Business Will Become Obsolete Eventually 1955 2015 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 💀 FORTUNE 500
- 8. „INNOVATION IS NOT A BUSINESS STRATEGY — IT’S A SURVIVAL CAPABILITY! „
- 9. HOW OUR PROCESSES LET US FAIL TO SUCCEED
- 10. LearnRefine START END The Hidden Waterfall LAUNCH III TESTDEFINEIIEXPLOREBRIEF I
- 11. LearnRefine LAUNCH III TESTDEFINEIII EXPLOREBRIEF A Recipe For Disaster START END HARD TO GO BACK AND CHANGE DIRECTION PLANNING THE UNKNOWN ARTIFICIAL ENDING SUCCESS IS DEFINED BY LAUNCH MILESTONES DEFINE PROGRESS LEARNING WHEN IT’S TOO LATE NO QUESTIONING OF BRIEF
- 12. Optimisation Bias BEST OPTION MAY BE MISSED iPODBEST OPTION MAY BE MISSED PRESERVES THE STATUS QUO Better Walkman
- 13. Most processes are not suitable for true innovation. 1 2 We have to innovate to survive!
- 15. IN THE NEW CENTURY NO ONE WILL WALK – ALL WILL HAVE WHEELS. — Brown County Democrat newspaper, 1900.
- 16. —Dean Kamen, Inventor of the Segway »THE SEGWAY WILL BE TO THE CAR WHAT THE CAR WAS TO THE HORSE AND BUGGY.«
- 17. IDEA CONCEPT EVALUATION DEVELOPMENT LearnRefine ~1994 Dec 2001 II III IV Segway’s Development Process BIG BANG RELEASE I Spent 100 M $ for research & development
- 18. L • Failed for all intents and purposes. • Segway did not satisfy a need. It couldn’t replace walking, nor fill the gap between walking and riding a bike. • It was expensive, heavy, insecure and silly. • Only 6,000 were sold at the time, not 50,000 like predicted. From Hype to Disaster –President Bush momentarily loses his balance while riding a Segway.
- 19. »PRODUCT-MARKET FIT IS THE ONLY THING THAT MATTERS, IF NOBODY WANTS WHAT YOU’RE SELLING, YOU DON’T HAVE A BUSINESS.« —Marc Andreessen, Entrepreneur & Investor
- 20. What We Can Learn From Segway's Product Fail • Product Discovery never follows a linear process. • Learn early and often, and from the very beginning. • Match business vision with the reality of people's needs: No demand, no business.
- 21. Linear sequence where milestones define progress. 5 Signs Your Process Is Not Suitable For Innovation 1 Time-based with artificial ending. Learning at the end, when it’s too late. Hard to go back and change direction. Gap between business vision and people’s needs. 2 3 4 5
- 23. Polynesian Discovery Hawai’l New Zealand Rapa Nui Tahiti Samoa
- 25. The Polynesian Exploration Mindset • The purpose of a goal is not to reach it — it’s to get started. • Be flexible and don’t be afraid to change direction. • Search for the unpredictable and be open to results. • Accept failure as a crucial part of the process.
- 27. Exploring Unfamiliar Areas Continuous Small Excursions Frequent Re- Orientation Focus on what Matters Learning as Progress Continuous Small Excursions
- 28. Continuous Small Excursions Frequent Re- Orientation Exploring Unfamiliar Areas Focus on what Matters Learning as Progress
- 29. • Learning through fast and frequent excursions. • Small and low-risk investments . • Gaining deeper understanding with every excursion. Continuous Small Excursions Excursion ExcursionExcursionExcursion
- 30. Satisfied – Not Optimised SUFFICIENT TO GO ON TAKES TO MUCH TIME; WILL SLOW US DOWN
- 31. »MOST DECISIONS SHOULD PROBABLY BE MADE WITH AROUND 70% OF THE INFORMATION YOU WISH YOU HAD« —Jeff Bezos, Founder & CEO Amazon
- 32. Optimisation VS Exploration Excursion REFINE FROM HERE Excursion Excursion Excursion Excursion Excursion Excursion BEST OPTION MAY BE MISSEDBEST OPTION MAY BE MISSED Execution Plan
- 33. Continuous Small Excursions Frequent Re- Orientation Exploring Unfamiliar Areas Focus on what Matters Learning as Progress Continuous Small Excursions
- 34. Bring Yourself Constantly Into Best Position • Dominating the »T« is a key strategy in squash. • From this position, the player can quickly access any part of the court to retrieve the opponent's next shot with a minimum of movement. Squash Point
- 35. Excursion Orientation Orientation Excursion Excursion Orientation Orientation Excursion Frequent Reorientation & Course Correction • What have we learned? • What new assumptions / hypotheses do we have? • Which new questions have emerged? • What is a good next step? Squash Point
- 36. Continuous Small Excursions Frequent Re- Orientation Exploring Unfamiliar Areas Focus on what Matters Learning as Progress Continuous Small Excursions
- 37. Mandate Value Partner Matching Solution BUSINESS Perspective VALUE PARTER Perspective SOLUTION Perspective PROBLEM Perspective Exploration Spaces Tension Fields
- 39. Continuous Small Excursions Frequent Re- Orientation Exploring Unfamiliar Areas Focus on what Matters Learning as Progress Continuous Small Excursions
- 40. Progress = Certainty + Learning Learning Certainty Progress Learning Determines Progress VAGUE, GUT FEELING, ASSUMPTIONS LEARNING THE WRONG THINGS? SENSE MAKING MISSING?
- 41. Excursion Orientation Orientation Excursion Excursion Orientation Orientation Excursion MANDATE PROBLEM SPACE SOLUTION SPACE VALUE PARTNER SPACE SPACE Exploratory. No chronological order. Continuous small excursions into every space. Constant reorientation and course correction if needed. Alignment of business vision and customer needs. The Exploration Model Progress measured in number of learnings and level of confidence.
- 42. PRACTICAL EXERCISE LET’S GO ON A JOURNEY TOGETHER
- 43. 3 Key Takeaways 1 2 3 Be open to results and surprises. Allow multiple goals. Frequent orientation and co-creation.
- 44. THANK YOU! Nikkel Blaase • Product Designer at XING • @JAF_Designer Jan Milz • Freelance Product Owner • @milez www.designmadeforyou.com • www.nikkel-blaase.com
- 45. Further Readings • https://medium.com/@jaf_designer • Innovation Mindset in the Established Enterprise • https://medium.com/@milez • What Innovators can learn from Polynesian Navigators • http://www.unstuckmap.com