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I realized there’s an underlying structure to discovery that we can use to guide our work. It starts with defining a clear outcome—one that sets the scope for discovery. From there, we must discover and map out the opportunity space—this is what gives structure to the ill-structured problem of reaching our desired outcome. It’s the all-important problem framing that opens up the solution space. And finally, we need to discover the solutions that will address those opportunities and thus drive our desired outcome. It sounds simple, but this structure helps us know what to do when. I encourage teams to visualize it using an opportunity solution tree (OST).
Continuous Discovery Habits
Teresa Torres
It turns out, though, that, if teams’ goals are set in terms of changing customer behavior rather than shipping a set of features, they end up delivering superior results.
Sense and Respond
Jeff Gothelf, Josh Seiden
The larger the organization, the more essential it is to be relentless at evangelism, and it's important for the leaders to understand that evangelism is something that is never finished. It needs to be constant.
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