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The concept of product discovery emerged because smart companies saw the waste in working this way. They wanted to ensure that they had sufficient evidence to believe that the solution they asked their engineers to build would successfully solve the customer or business problem it was intended to solve.
One of the questions was “What kind of market research would you conduct if you were in the entrepreneur’s shoes?” In response, one of Sarasvathy’s entrepreneurs, trying to be cooperative, began to speculate gamely on the research that he might undertake. Then, in the middle of his answer, he abruptly stopped and reversed course. “I wouldn’t do all this research, actually,” he said. “I’d just go sell it. I don’t believe in market research. Somebody once told me that the only thing you need is a customer. Instead of asking all the questions, I’d try and make some sales.”
Decisive
Chip Heath and Dan Heath
This is a very widespread confusion. When our industry refers to a “tech company,” the term is not referring to what the company sells, it is referring to how the company believes it should power its business. ... The difference is not what these companies sell; it's how they design and build what they sell, and how they run their business.
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