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If you’re only responsible for a part of the user experience, and not the whole thing, then you should think through the core benefits you can offer users (i.e. the value proposition from JTBD), and how you can reinforce these benefits in ways that competitors will find difficult to replicate.
This can take the format:
*[Imagined feature] might offer [core customer benefit], whilst being difficult to copy because [hard-to-copy superpower].*
**Example**
**Smart locks** on home dramatically improve guest experience (never lose key) and host safety (change code for every stay). This is difficult for competitors to copy because integrating hardware and software at scale and cross-platform is a huge task.
How to Write a Product Strategy in 1 Day / 1 Week / 1 Month
Aakash Gupta
Based on this picture, these metrics can help you calibrate your progress:
- The total number of ideas evaluated per quarter (using, at minimum, ICE analysis and goals alignment)
- Number of ideas tested per quarter
- The number of ideas released per quarter
- Total number of tests and experiments conducted per month
- Percent of steps that generated learning (i.e., where we were able to rescore the idea and/or generate useful insights based on the evidence collected)
- Percent of ideas launched at least with a medium Confidence level (per the Confidence Meter)
- Percent of ideas released that generate measurable outcome improvements
The first four metrics are aligned with Linus Pauling’s observation that the way to have good ideas is to test many ideas.
Evidence-Guided
Itamar Gilad
Using OKRs helps you move the team from output thinking to outcome thinking. It may take a few tries, but you will be more successful once you focus on outcomes.
Radical Focus SECOND EDITION
Christina Wodtke
...catch up on these, and many more highlights
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