Click: The practical and effective guide to developing successful new ideas quickly, from the New York Times bestselling authors
Jake Knappamazon.com
Click: The practical and effective guide to developing successful new ideas quickly, from the New York Times bestselling authors
Great pizza needs great toppings, and you should always consider the classics: mozzarella, tomatoes, basil, olive oil. Similarly, you should always consider the classic differentiators: fast vs. slow, easy vs. difficult, free vs. expensive, focused vs. unfocused, simple vs. complicated, integrated vs. siloed, automatic vs. manual, and smart vs. not
... See moreJake Knapp • Click: The practical and effective guide to developing successful new ideas quickly, from the New York Times bestselling authors
Next, let’s look at the second kind of advantage: motivation. Motivation is the specific reason you’re going after this problem; a fire that burns bright in you but not in others. Motivation is relevant because it turbocharges capability, pointing the way to where and how you should use your strengths.
Jake Knapp • Click: The practical and effective guide to developing successful new ideas quickly, from the New York Times bestselling authors
First up is capability. Capability is what you can do that few can match. If you work for a big company, you might have the capability of a well-known brand or plenty of money for your project; if you work for a tiny startup, you might have the capability to focus and move fast.
Jake Knapp • Click: The practical and effective guide to developing successful new ideas quickly, from the New York Times bestselling authors
If there is no direct competition, but customers are using substitutes, it could be a big opportunity. Breakthrough products are more likely to compete with substitutes than direct competitors.
Jake Knapp • Click: The practical and effective guide to developing successful new ideas quickly, from the New York Times bestselling authors
Use your unique advantage The best differentiators are at the intersection of what is super valuable to customers and what you can uniquely deliver. Even though it’s obvious, I find it helpful to draw that as a Venn diagram for teams:
Jake Knapp • Click: The practical and effective guide to developing successful new ideas quickly, from the New York Times bestselling authors
Print a Foundation Sprint workbook for each person on the team You can find a PDF with fill-in-the-blank worksheets on theclickbook.com.
Jake Knapp • Click: The practical and effective guide to developing successful new ideas quickly, from the New York Times bestselling authors
Sometimes there’s no direct competition because customers are solving the problem using a substitute solution.
Jake Knapp • Click: The practical and effective guide to developing successful new ideas quickly, from the New York Times bestselling authors
The sprint team must include the boss: the person responsible for making decisions on the project. I call this person the “Decider.”
Jake Knapp • Click: The practical and effective guide to developing successful new ideas quickly, from the New York Times bestselling authors
The question “Hey, how do you solve this problem today?” is remarkably effective—and if you don’t hear an answer that includes time or money or both, it’s probably not a problem worth solving.