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

Chip and Dan Heath, in their book Decisive, outline four villains of decision-making that lead to poor decisions. The first villain is looking too narrowly at a problem. This is exactly why we want to explore multiple ways of framing the opportunity space. The second villain is looking for evidence that confirms our beliefs. This is commonly known

Pursuing too many outcomes…

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Use Your Story Maps to Generate Assumptions

When a team takes the time to visualize their options, they build a shared understanding of how they might reach their desired outcome. If they maintain this visual as they learn week over week, they maintain that shared understanding, allowing them to collaborate over time. We know this collaboration is critical to product success.

“Each answer a team collects—positive or negative—is a unit of progress” — Jeff Gothelf and Josh Seiden, Sense & Respond

Throughout the book, the term “product trio” will refer to a product manager, a designer, and a software engineer working together to develop products for their customers.

1. Review your target opportunity. Make sure that everyone on your team knows what it means and is familiar with the necessary context.

A strong assumption test simulates an experience, giving your participant the opportunity to behave either in accordance with your assumption or not. This behavior is what allows us to evaluate our assumption.

Rather than the product manager decides, the designer designs, and the engineer codes, we embrace a model where we make team decisions while leveraging the expertise and…

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