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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
For the most part, metrics are reviewed daily by their owners and weekly in the WBR, so that expected fluctuations become familiar and exceptions stand out.
Working Backwards
Colin Bryar and Bill Carr
Some teams will define one key metric, sometimes called the Local North Star, which they continuously try to improve on. For example, the customer onboarding team may focus on the % of Customers that Successfully Onboard, while the Search team may focus on Click-Through Rates of Top Ten Search Results. In fact in some quarters this may be the only key result they’ll need. However, the goal is never just to grow a number. The teams should also set objectives, or team missions, for example “All customers onboard fast and successfully” or “Searchers immediately find what they’re after.”
Evidence-Guided
Itamar Gilad
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