Click: How to Make What People Want
Or consider Apple’s principles, written by Mike Markkula in 1977, when the company was a startup on the verge of launching its first major product, the Apple II. Paraphrasing, the three principles are:
John Zeratsky • Click: How to Make What People Want
Start with the Decider The sprint team must include the boss: the person responsible for making decisions on the project.
John Zeratsky • Click: How to Make What People Want
So how do you get practical decision-making principles for your own project? Here are our techniques:
John Zeratsky • Click: How to Make What People Want
But sometimes customers do have a real problem; it’s just that nobody has offered a reasonable solution yet. In these situations, you’re competing with nothing. These are the riskiest opportunities, but also the most exciting.
John Zeratsky • Click: How to Make What People Want
Keep wordsmithing to a minimum
John Zeratsky • Click: How to Make What People Want
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
Test multiple prototypes head-to-head The biggest advantage of Design Sprints over MVPs is that you can try multiple solutions at once. Teams never create multiple MVPs—it’s just too time-consuming—but in a Design Sprint, you can turbocharge your learning by creating and testing more than one prototype head-to-head.
John Zeratsky • Click: How to Make What People Want
Write one-page summaries Next, make a one-page summary for each approach. (If you have more than five, use a Note-and-Vote to narrow the list.)
John Zeratsky • Click: How to Make What People Want
Start with known options If your team already has a bunch of ideas, you’ve got a head start on this exercise—just list out all the approaches that you’ve identified.