Viewing entries tagged with 'product discovery'

Discovery Coaches

Posted by marty cagan on March 10, 2016

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In my last article on Discovery Sprints I mentioned the concept of Discovery Coaches and several people asked me about that, so I thought I’d describe more about what this role is and when it’s helpful.

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Discovery Sprints

Posted by marty cagan on February 29, 2016

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I find that many teams, especially those new to modern product techniques, are looking for a structured introduction to modern product discovery.  In this article, I’d like to describe the concept of a discovery sprint, and also introduce you to a new book that goes into depth on this technique.

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Discovery vs. Delivery

Posted by marty cagan on October 22, 2015

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Most of us are working on solving some pretty hard problems, and it usually ends up taking some fairly complex systems in order to power these solutions.  As such, for most teams there are two very significant challenges to tackle:

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Shared Learning

Posted by marty cagan on December 12, 2014

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One of the tenets of Product Discovery, Lean UX and Lean Startup methodology in general, is to try and avoid or reduce waste.  Mostly that means tackling the situation where we design, build, test and deploy a solution that fails to meet its objectives.  However, in this article I wanted to focus on another form of waste, one I find particularly frustrating, one that I’ve seen in countless teams, and one that I believe is completely avoidable.

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Product Discovery in Established Companies

Posted by marty cagan on November 22, 2013

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Much has been written about how to do product discovery in startups, by me and many other people.   There are many challenges for startups, most importantly, survival.  But one of the real advantages from a product point of view is that there’s no legacy to drag along, there’s no revenue to preserve, and there’s no reputation to safeguard.  This allows us to move very quickly and take significant risks without much downside.

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The End Of Requirements

Posted by marty cagan on October 20, 2013

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When I start working with product teams, one of the first things I try to do is to get them to stop thinking of their job as one of gathering and documenting requirements.  In fact, I try to get them to stop thinking in terms of requirements at all. Most requirements are not actually requirements, and the rest are better thought of as constraints.

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The Biggest Risk

Posted by marty cagan on October 12, 2013

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One of the things I like about a Lean Canvas is it helps to quickly highlight the key assumptions and major risks facing a startup or a significant new product in an existing business.  This is a good thing.   The idea is to tackle the biggest risks first.  That's the theory at least.

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The Power of Reference Customers

Posted by marty cagan on August 30, 2013

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Our job in the product organization is to create products that can sustain a business.  Make no mistake about it: everything depends on strong products.

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This I Believe

Posted by marty cagan on July 31, 2013

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This article is a little bit different, but if you make it to the last paragraph, I'm hoping it will help better explain where I'm coming from.

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The Need For Speed

Posted by marty cagan on July 21, 2013

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I'm always badgering teams about moving faster.  Yet I continue to meet people and teams that not only move very slow, they don't understand the relationship between speed and innovation, or speed and quality.  In fact, many people still think those goals are at odds.  I attribute this mainly to a deeply rooted Waterfall mindset. 

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