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Some teams will define one key metric, sometimes called the Local North Star, which they continuously try to improve on. For example, the customer onboarding team may focus on the % of Customers that Successfully Onboard, while the Search team may focus on Click-Through Rates of Top Ten Search Results. In fact in some quarters this may be the only key result they’ll need. However, the goal is never just to grow a number. The teams should also set objectives, or team missions, for example “All customers onboard fast and successfully” or “Searchers immediately find what they’re after.”
Evidence-Guided
Itamar Gilad
For this reason we built the Tabbed Inbox through a series of build-measure-learn loops, which are called Steps in GIST. There were usability tests, longitudinal studies, fishfood and dogfood, labs, and partial launches. Each step generated a more complete version of the product, but also gave us new evidence, which helped build our confidence in the idea and get more funding. We used what we learned in each step to course-correct and improve the idea. The feature we eventually launched was profoundly better than the one we started with.
Evidence-Guided
Itamar Gilad
The heartbeat of product discovery, the validated learning loop, is making sense of what we understand, exposing risks and building a test, testing, and then making sense of what we’ve learned.
The Continuous Product Improvement Cycle
jpattonassociates.com
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