Next, the team should explore the customer needs, pain points, and desires that, if addressed, would drive that outcome. The key here is that the team is filtering the opportunity space by considering only the opportunities that have the potential to drive the business need.

When we rarely interview, a disappointing interview can feel painful. When we interview continuously, a disappointing interview is easily forgotten.

When it comes to sharing work with stakeholders, product trios tend to make two common mistakes. First, they share too much information—entire interview recordings or pages and pages of notes without any synthesis—expecting stakeholders to do the discovery work with them. Or second, they share too little of what they are learning, only highlighting

They interview week over week, continuing to explore the opportunity space, even after they’ve selected a target opportunity. They consider multiple solutions for their target opportunity, setting up good “compare and contrast” decisions.

Each person can assign their votes however they please. They can place all three votes on one idea or vote for three ideas individually.

However, creativity research tells us that our first idea is rarely our best idea. Researchers measure creativity using three primary criteria: fluency (the number of ideas we generate), flexibility (how diverse the ideas are), and originality (how novel an idea is).35 Similar research shows that fluency is correlated with both flexibility and

Gazzaniga named this tendency to rationalize our behavior even when we can’t possibly know the reason as the “left brain interpreter,” and later studies have shown that we all have an active “left brain interpreter.”25 We need to reconcile the present with the

some time to learn what might move the metric.

First, assign traction metrics to more junior product trios. Improving