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The Innovator's Method (3 - Insight: Savor Surprises: if you want to…

- - - - Demand uncertainty (will customer buy it?)
      - Technological uncertainty (can we do it?)
    - - The ratio of assumptions to facts equals your uncertainty ratio
        
        If your problem is characterized by a low uncertainty ratio, you can probably apply traditional management.
        
        If you have a high uncertainty ratio, then The Innovator’s Method
    - - Gain deep customer empathy- Understand customers better than they understand themselves
      - Go broad to go narrow. Generate lots of solutions before winnowing the list.
      - Experiment rapidly with customers. Seek feedback back early and often.
    - - 1 - Insight : savor surprises: questioning, observing, networking, and experimenting
        
        by looking for surprises or other clues, such as symptoms of a problem: Insights often start when you notice a symptom or a surprise, which provides the clues to an opportunity.
      - 2 - Problem: discover the job-to-be-done. Rather than starting with solutions, start by exploring the customer's need or problem. functional social and emotional job, going after the problem worth solving
        
        Managers tend to start by building solutions, but we emphasize the need to first deeply understand the problem.
        
        Customer's Pain
        
        Customer's Desire
      - 3 - Solution: prototype the Minimum Awesome Product.
        
        Pain Storm: “The purpose of a pain-storm is to get crisp on what we think the problem is so we can test our hypotheses.”
        
        Pain-storming involves creating a customer’s “journey line” to understand how customers now complete a task and identify their main pain points (and emotions) along the way.
      - 4 - Business model: validate the go-to-market strategy. Pricing, acquisition, cost structure etc
        
        “Until you’ve figured out how to delight a customer, don’t even think about the business model.”
      - A New Style of Leadership: In the age of uncertainty, leaders are no longer chief decision makers. Instead, they’re chief experimenters who formulate hypotheses with their team, conduct experiments, and let the data speak for themselves.
        
        “What’s the fastest way to run an experiment to help us know whether we should do X? "
        
        1 - writing down the most important leap-of-faith assumption
        
        2 - designing an experiment to test it
        
        3 - conducting the experiment to provide the answer
        
        4 - looping back to figure out the next leap-of-faith assumption that the team needs to answer
        
        Startups
        
        1 - Anyone that is creating a product, service, process or business is the founder
        
        2 - Startups has a special purpose and structure.
        
        3 - The founders are trying to launch something new under conditions of undertainty: don't scale before nail it.
- - - - Under uncertainty: information is scarce to business decision: you can guess and you may be wrong with that.
      - fix it: change how and where decisions are made. Decisions can be made supported by best idea you can validate in the market: move decisions form bosses to enabling and measuring customers voting with their feet;
        
        1 - Forming leap of faith assumptions with their team
        
        2 - Rapidly testing those assumptions thought experiments
        
        3 - Letting the data make the decision
    - - ‘What is the most important problem, the biggest pain point, that we can solve?"
      - How does the customer measure the gain?
      - How can we move the needle the most for the customer?’
- - - - status quo: why and why not
- - - - 1 - Generate a problema hypothesis identifying the customer and the job to be done
      - 2 - Create a journey-line for the customer and identify pain points and emotions
      - 3 - Select the biggest pain points and conduct a root-cause analysis
      - 4 - Pick a root cause that you think is most important to customers
      - 5 - Identify assumptions behind the root cause and test them with customer
    - - 1 - segment by Job to be Done (not age, income)
      - 2 - test the hypothesis by observing customers and understanding
        
        motivation
        
        likes & dislikes
        
        Aspirations
        
        behavior
        
        demographics
        
        How they think about solving the job
      - 4 - Select the biggest pain point and do a root-cause analysis
        
        5 Whys
      - 5 - Create a list of questions about the root cause - questions you need to answer through customer experiments
      - 3 - a customer journey-line: Visually map out the steps customers take to achieve an outcome.
  - - - When people don't return call or email -> not clear described problem
      - Who returned the call x who did not
      - Why they did not return or returned
    - - 1 - Create a website, phone, channel, with Buy Now or Reserve Now
- - - - 1 - Elements: Parts and Wholes
      - 2 - Observables: Visible and Invisible
        
        1 - Think about solutions that might be nearby but difficult to see.
        
        2 - Next, consider unrelated markets or disciplines to borrow an idea that could transform your industry.
      - 3 - Selecting Solutions to Prototype
        
        1 - First, think of the different themes or characteristics represented among the solutions, such as “ease of use” or “high performance.” . Select an option from each theme to explore so that you can observe how customers respond
        
        2 - define the proposed solutions along a dimension or spectrum.
        
        3 - write down your leap-of-faith assumptions or list them as questions to be answered. Then prioritize the assumptions based on those that you think are most important to validate in order for a solution to succeed
        
        4 - Four Kinds of Prototypes