How Do You React When You Are Under Pressure (eBook, ePUB)
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In the Lean Startup model, an experiment is more than just a theoretical inquiry; it is also a first product. If this or any other experiment is successful, it allows the manager to get started with his or her campaign: enlisting early adopters, adding employees to each further experiment or iteration, and eventually starting to build a product. By the time that product is ready to be distributed widely, it will already have established customers. It will have solved real problems and offer detailed specifications for what needs to be built. Unlike a traditional strategic planning or market re...
In the Lean Startup model, an experiment is more than just a theoretical inquiry; it is also a first product. If this or any other experiment is successful, it allows the manager to get started with his or her campaign: enlisting early adopters, adding employees to each further experiment or iteration, and eventually starting to build a product. By the time that product is ready to be distributed widely, it will already have established customers. It will have solved real problems and offer detailed specifications for what needs to be built. Unlike a traditional strategic planning or market research process, this specification will be rooted in feedback on what is working today rather than in anticipation of what might work tomorrow.
To see this in action, consider an example from Kodak. Kodak's history is bound up with cameras and film, but today it also operates a substantial online business called Kodak Gallery. Mark Cook is Kodak Gallery's vice president of products, and he is working to change Kodak Gallery's culture of development to embrace experimentation.
Mark explained, "Traditionally, the product manager says, 'I just want this.' In response, the engineer says, 'I'm going to build it.' Instead, I try to push my team to first answer four questions:
1. Do consumers recognize that they have the problem you are trying to solve?
2. If there was a solution, would they buy it?
3. Would they buy it from us?
4. Can we build a solution for that problem?"
The common tendency of product development is to skip straight to the fourth question and build a solution before confirming that customers have the problem. For example, Kodak Gallery offered wedding cards with gilded text and graphics on its site. Those designs were popular with customers who were getting married, and so the team redesigned the cards to be used at other special occasions, such as for holidays. The market research and design process indicated that customers would like the new cards, and that finding justified the significant effort that went into creating them.
To see this in action, consider an example from Kodak. Kodak's history is bound up with cameras and film, but today it also operates a substantial online business called Kodak Gallery. Mark Cook is Kodak Gallery's vice president of products, and he is working to change Kodak Gallery's culture of development to embrace experimentation.
Mark explained, "Traditionally, the product manager says, 'I just want this.' In response, the engineer says, 'I'm going to build it.' Instead, I try to push my team to first answer four questions:
1. Do consumers recognize that they have the problem you are trying to solve?
2. If there was a solution, would they buy it?
3. Would they buy it from us?
4. Can we build a solution for that problem?"
The common tendency of product development is to skip straight to the fourth question and build a solution before confirming that customers have the problem. For example, Kodak Gallery offered wedding cards with gilded text and graphics on its site. Those designs were popular with customers who were getting married, and so the team redesigned the cards to be used at other special occasions, such as for holidays. The market research and design process indicated that customers would like the new cards, and that finding justified the significant effort that went into creating them.
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