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Note that while doing product discovery, certain tools and techniques serve both to facilitate collaboration as well as to provide an artifact as an output of that collaboration. Two very popular examples of that are prototypes and story maps.
Empowered
Marty Cagan and Chris Jones
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
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
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