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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
Without clear (enabling) constraints, everybody will self-invent their own constraints from their limited team or department perspective to make the right decisions possible. And because everyone has their own constraints and agenda, they will be serving the insular perspective of their little snow globe and diminish each other’s autonomy.
Autonomy Is Overrated: Why Alignment Beats Autonomy
Maarten Dalmijn from Maarten’s Newsletter
The primary challenge in business is how to enable a group of people to work together effectively to deliver value to customers. **Value is defined as benefit compared with cost.** Large organizations tend to organize people into functional groups and hand work across in a sort of relay race from customer need to customer satisfaction. The problem with these functional silos is they end up operating not as a single relay team but as entirely separate teams that train independently and may have differing goals.
Silos are effective for personnel management but not for cross-organizational flow.
Understanding Work as a Flow
IT Revolution
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