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Next, agree upon metrics of success. Eric Ries is great at this, so read his books The Lean Startup and The Startup Way to learn his in-depth methods for what he calls “Innovation Accounting.” But in short, the small team needs a set of metrics to define what a successful experimental outcome looks like. Note, these aren’t long-term business metrics; these are short-term experimental outcomes. Eric calls it validating your blind-faith assumptions.
Ask Your Developer
Jeff Lawson
start thinking in outcomes rather than outputs. That means rather than defining your success by the code that you ship (your output), you define success as the value that code creates for your customers and for your business (the outcomes). Rather than measuring value in features and bells and whistles, we measure success in impact—the impact we have had on our customers’ lives and the impact we have had on the sustainability and growth of our business.
Continuous Discovery Habits
Teresa Torres
Typically, you would start with questions like these: Does the business problem exist? Does the customer need exist? How do we know whether this feature or service will address that need? As you sit down with your teams to plan out your next initiatives, ask them these questions. What’s the most important thing or things we need to learn first? What’s the fastest, most efficient way to learn that?
Sense and Respond
Jeff Gothelf, Josh Seiden
...catch up on these, and many more highlights
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