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Product discovery (The Traditional Way of Doing Product Discovery…
Product discovery
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3 steps process
1. Inspiration:
Learn as much as possible, as fast as possible.
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Our Company
*company: No matter how small or large our company is, this fact doesn’t products brought to life by the the entire company, not only by product people and developers. Building a digital product deceives us into thinking that we, the product people, run the whole show but no. It’s not like that. Yes, we get to shape it more than anyone else but more or less each person in the company plays a part in user experience design.
Competitors
People Don’t Want Something Truly New, They Want Familiar Done Differently. Enough said. (Nir Eyal)
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3. Testing:
Iterate as much as possible, as fast as possible.
2. Ideation:
Generate as many ideas as possible, as fast as possible.
key aspects
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rapid experimentation
However, must experiment within a context So, we need some level of understanding before building anything so that we don’t waste time later on.
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5 techniques
1. Certainties, Assumptions and Doubts (1hr)
2. Is, Isn’t, Does, Doesn’t (1hr)
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How-to:
draw a cross on a board and name each of the resulting spaces:
- The product is…
- The product isn’t…
- The product does…
- The product doesn’t…
- place their post-its on the board as soon as finished.
- try clustering similar AND antagonistic items.
- After all post-its fill the board, read all clusters and single post-its aloud, trying to find consensus about the product’s scope, asking participants to re-write the items as needed.
- If you’re striving to make the borders of your MVP clearer, this exercise must focus on what the MVP should look like. Nice-to-have features must be left aside, no hard feelings.
- Give each participant some post-its and markers and ask them to write down at least two for each quadrant, in order to complete these sentences (10 mins)
ask participants to write down at least two of each. Give them 5–10 minutes and ask them to place their post-its on the board as soon as they are finished.
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read all clusters and single post-its aloud, starting from Certainties and ending with Doubts.
Invite the participants, to re-write or move the post-its from one column to another, as necessary.
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Research sprints
components
A set of questions and assumptions.
Without these, you’re not making the most of your effort. Before starting the sprint, everyone on the team should agree on the questions you plan to answer and the assumptions you plan to test.
Intentional and selective recruiting.
You’ll need to carefully recruit people based on your goals: existing customers, prospective customers, representative customers, etc. In other words: Unless you’re building a product for Starbucks customers, you shouldn’t randomly conduct interviews with people at Starbucks.
A realistic prototype you can test.
You can learn a lot by listening to people, but you can learn way more by seeing how they react to a realistic prototype. The more realistic, the better — you want people’s real reactions to what you’re building, not their abstract thoughts or smart-sounding feedback. (Check out some real prototypes we built in one day each.)
Five 1-on-1 interviews combining broad discovery questions with task-based evaluation of a prototype.
1-on-1 interviews (in person or remotely) are the best-bang-for-your-buck type of qualitative research. You’ll learn from facial expressions, gut reactions, and body language. You can ask follow-up questions and follow interesting tangents. Why five? It’s easy to spot patterns, and you can do five 60-minute interviews in one day. (Plus, Jakob Nielsen approves.) We’ll help you write an interview guide that keeps you on track during the interviews.
Real-time summarization of findings.
One thing that slows down many forms of research is the analysis — it can take days or weeks to extract findings from the data. In a research sprint, the entire team watches the interviews, takes notes, summarizes the findings, and decides on next steps before heading home for the day.
Product vision
- For (target customer)
- Who (statement of need or opportunity)
- The (product name) is a (product category)
- That (key benefit, reason to buy)
- Unlike (primary competitive alternative)
- Our product (statement of primary differentiation)
- 3 horizons model – presentation tool to structure roadmap by time and uncertainty (extend/defend current business, create future opportunities)
- Technology Trend capitalisation – analysis and presentation tool to discuss current and future market positioning relevant trends and implications to product roadmap
- Product Canvas – align focus of product
Technology Theme investments – analysis tool to discover areas requiring more resource investment and areas to divest
- Pictures of the future – thinking framework to align s/t and long-term vision
- Market / technology alignment – analysis + presentation tool to align technology innovations
- Kano model – analysis tool which helps understand product qualities and their impact on customer satisfaction in order to prioritise the roadmap
- Compact QFD – prioritisation tool focus on customer needs and product qualities relative to competitive products
- Technology s curve – tool for comparing incemental vs disruptive
- The golden feature – focus on doing one thing great
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And these philosophies come with a new suite of tools to help us put their perspectives in practice. They include A/B testing, usability testing, customer development interviews, participatory design, and field observations, to name a few.
After building personas, all the participants will have an underlying, subconscious awareness of the needs they are trying to attend with this product. That’s the perfect moment for you to tap in their collective mind to define the product’s OKRs.
