Click: How to Make What People Want
Differentiate, differentiate, safeguard How many principles should you write? I think a good number is three. I suggest using the “Differentiate, differentiate, safeguard” formula: one principle for each of your two differentiators (from chapter 5), plus one to protect against the unintended consequences of building a product that’s successful in a
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In practice, the Magic Lenses activity works a lot like the differentiation activity—but instead of one chart, you’ll create several, and instead of competitors, you’ll plot your own competing approaches. Here’s how we do it:
John Zeratsky • Click: How to Make What People Want
the “market” in “product-market fit” is business jargon for a large group of people who have something in common, and to whom we can sell stuff.
John Zeratsky • Click: How to Make What People Want
Instead of doing things the normal way—spending months planning and executing before putting their product in front of customers—they started with short, focused bursts. There is one more lesson here:
John Zeratsky • Click: How to Make What People Want
GET READY Check out our interactive guide You can use the guide as a virtual whiteboard to run your Foundation Sprint. You’ll find it on theclickbook.com. Start with the Decider Get the real boss in the room so decisions stick. Once the Decider signs up, he or she can pave the way for assembling the rest of the team and clearing the schedule. (p. 3
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Practical principles, not company principles First, don’t try to write company principles. Instead, keep it simple and just write principles to help with the project at hand.
John Zeratsky • Click: How to Make What People Want
- Seek alternatives to your first idea.
John Zeratsky • Click: How to Make What People Want
- The Decider chooses one option. Choose your target customer problem (about 15 minutes) Note-and-Vote. The Decider chooses one problem statement. (p. 43) Identify your advantages (about 15 minutes) Note-and-Vote. Identify the capabilities, insights, and motivations that make your team uniquely suited to solve this problem. The Decider chooses three
John Zeratsky • Click: How to Make What People Want
Six hours per day provides plenty of breathing room to finish the activities and take ample breaks. Our favorite time slot is 10 a.m. to 4 p.m. because it doesn’t start too early or end too late. Declare a good emergency Let others know you’ll be offline. Try a variation of this message: “Hey, our team is totally focused on (our most important proj
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