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And the most visible and profound change is typically the move from funding, building and shipping features and projects on specific dates, to funding, building and shipping products to achieve the necessary outcomes.
Today, this is commonly referred to as moving from output to outcomes. I also like to explain this as moving from time-to-market to time-to-money.
Product-Market Fit Expansion
A product will hit initial product-market fit. Then, through feature work, growth work, and scaling work, the team works hard to fulfill and incrementally expand the potential of the initial product-market fit. But at some point growth of the product slows down as it hits some type of saturation.
To continue to fuel growth of the organization, product-market fit needs to be expanded in a non-incremental way. Product-market fit expansion is not about iteration – it's about creating more value by significantly expanding into adjacent products or markets by taking larger bets.
Product Work Beyond Product-Market Fit
Fareed Mosavat & Casey Winters
Ongoing management metric Top Tasks is designed to be an ongoing management model for managing the customer experience. It is made up of: Top tasks identification Customer architecture design Task Performance Indicator (TPI) Task identification involves finding out what matters most (top tasks) and what matters least (tiny tasks) to customers. It involves: Collecting a list of all possible tasks that customers may want to complete. Refining this list until it is between 50 and 100 tasks. Getting in the region of 400 customers to vote on this list and choose their top tasks. Creating a task league table from the results; from the top tasks (the most voted for) to the tiny tasks (the least voted for).
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