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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
Delivering an MVP does not mean that the product is bad, simple, incompetent. Do not confuse unfinished with bad, simple with simplistic, incomplete with incompetent. The MVP should be feasible (to be created), easily usable, generate a lot of value and be awesome—“wow!”
Lean Inception
Paulo Caroli
Having a coherent strategy—one that coordinates policies and actions. A good strategy doesn’t just draw on existing strength; it creates strength through the coherence of its design. Most organizations of any size don’t do this. Rather, they pursue multiple objectives that are unconnected with one another or, worse, that conflict with one another.
Good Strategy/Bad Strategy
Richard Rumelt
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