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Unfortunately, it’s not as simple as talking to customers every week. That’s a good start. But we also need to consider the rest of our continuous-discovery definition: At a minimum, weekly touchpoints with customers By the team building the product Where they conduct small research activities In pursuit of a desired outcome I’ve met many teams who are good at talking to customers. But they forget that the purpose of these customer touchpoints is to conduct research in pursuit of a desired outcome. Those last two lines of the definition are critical. We aren’t doing research for research’s sake. We are doing research so that we can serve our customers in a way that creates value for our business.
Continuous Discovery Habits
Teresa Torres
Product teams understand that what matters is results. Whenever possible, product teams expect to be accountable for outcomes rather than output. But this works only if product teams are given a problem to solve (rather than a particular potential solution to build) and are then empowered to come up with a solution that works.
Product Discovery
While time to market is still important for an empowered product team held accountable to results, what is most important is **time to money**—in other words, the time to achieve the necessary outcome. ... With time to money as the goal of the product team, **the incentive moves to being able to quickly determine if a particular product idea or approach will work**. This is referred to as product discovery.
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