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

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

Teresa Torres, 2021

Inhaltsverzeichnis des Buches

  • FOREWORD MARTY CAGAN
  • INTRODUCTION
  • Part 1: WHAT IS CONTINUOUS DISCOVERY?
  • Chapter 1: THE WHAT AND WHY OF CONTINUOUS DISCOVERY
  • The Evolution of Modern Product Discovery
  • Who This Book Is For
  • The Prerequisite Mindsets
  • A Working Definition of Continuous Discovery
  • Chapter 2: A COMMON FRAMEWORK FOR CONTINUOUS DISCOVERY
  • Begin With the End in Mind
  • The Challenge of Driving Outcomes
  • The Underlying Structure of Discovery
  • OSTs Resolve the Tension Between Business Needs and Customer Needs
  • OSTs Help Build and Maintain a Shared Understanding Across Your Trio
  • OSTs Help Product Trios Adopt a Continuous Mindset
  • OSTs Unlock Better Decision-Making
  • OSTs Unlock Faster Learning Cycles
  • OSTs Build Confidence in Knowing What to Do Next
  • OSTs Unlock Simpler Stakeholder Management
  • Building Out Your Opportunity Solution Tree
  • Part 2: CONTINUOUS DISCOVERY HABITS
  • Chapter 3: FOCUSING ON OUTCOMES OVER OUTPUTS
  • Why Outcomes?
  • Exploring Different Types of Outcomes
  • Outcomes Are the Result of a Two-Way Negotiation
  • Do You Need S.M.A.R.T. Goals?
  • A Guide for Product Trios
  • Avoid These Common Anti-Patterns
  • Chapter 4: VISUALIZING WHAT YOU KNOW
  • Set the Scope of Your Experience Map
  • Start Individually to Avoid Groupthink
  • Experience Maps Are Visual, Not Verbal
  • Explore the Diverse Perspectives on Your Team
  • Co-Create a Shared Experience Map
  • Avoid Common Anti-Patterns
  • Chapter 5: CONTINUOUS INTERVIEWING
  • The Challenges With Asking People What They Need
  • Distinguish Research Questions From Interview Questions
  • Excavate the Story
  • You Won’t Always Get What You Want
  • Synthesize as You Go
  • Draw the Stories You Collect
  • Interview Every Week
  • Automate the Recruiting Process
  • Recruit Participants While They Are Using Your Product or Service
  • Ask Your Customer-Facing Colleagues to Recruit
  • Interview Your Customer Advisory Board
  • Interview Together, Act Together
  • Avoid These Common Anti-Patterns
  • Chapter 6: MAPPING THE OPPORTUNITY SPACE
  • The Power of Opportunity Mapping
  • Taming Opportunity Backlogs
  • The Power of Trees
  • Identifying Distinct Branches
  • Take an Inventory of the Opportunity Space
  • Add Structure to Each Branch
  • Just Enough Structure
  • Avoid Common Anti-Patterns
  • Chapter 7: PRIORITIZING OPPORTUNITIES, NOT SOLUTIONS
  • Focus on One Target Opportunity at a Time
  • Using the Tree to Aid Decision Making
  • Assessing a Set of Opportunities
  • Embrace the Messiness
  • Two-Way Door Decisions
  • Avoid These Common Anti-Patterns
  • Chapter 8: SUPERCHARGED IDEATION
  • Quantity Leads to Quality
  • The Problem With Brainstorming
  • Getting Unstuck
  • Putting It All Into Practice
  • Evaluating Your Ideas
  • Avoid These Common Anti-Patterns
  • Chapter 9: IDENTIFYING HIDDEN ASSUMPTIONS
  • Be Prepared to Be Wrong
  • Types of Assumptions
  • Story Map to Get Clarity
  • Use Your Story Maps to Generate Assumptions
  • Conduct a Pre-Mortem
  • Walk the Lines of Your Opportunity Solution Tree
  • Explore Potential Harm
  • Mix and Match the Methods
  • Prioritizing Assumptions
  • Avoid These Common Anti-Patterns
  • Chapter 10: TESTING ASSUMPTIONS, NOT IDEAS
  • Working With Sets of Ideas
  • Simulate an Experience, Evaluate Behavior
  • Early Signals vs. Large-Scale Experiments
  • Understanding False Positives and False Negatives
  • A Quick Word on Science
  • Running Assumption Tests
  • Avoid These Common Anti-Patterns
  • Chapter 11: MEASURING IMPACT
  • Don’t Measure Everything
  • Instrument Your Evaluation Criteria
  • Measure Impact on Your Desired Outcome
  • Revisiting Different Types of Outcomes
  • Avoid These Common Anti-Patterns
  • Chapter 12: MANAGING THE CYCLES
  • Simply Business: Not All Opportunities Need Solutions
  • CarMax: The Importance of Now, Next, Future
  • FCSAmerica: Balancing Customer Value With Business Needs
  • Snagajob: Iterating Through Small Opportunities for Big Impact
  • Avoid These Common Anti-Patterns
  • Chapter 13: SHOW YOUR WORK
  • Don’t Jump Straight to Your Conclusions
  • Slow Down and Show Your Work
  • Generate and Evaluate Options
  • Common Anti-Patterns
  • Part 3: DEVELOPING YOUR CONTINUOUS DISCOVERY HABITS
  • Chapter 14: START SMALL, AND ITERATE
  • Build Your Trio
  • Start Talking to Customers
  • Work Backward
  • Use Your Retrospectives to Reflect and Improve
  • Avoid These Common Anti-Patterns
  • Chapter 15: WHAT'S NEXT?