在本文中,我想继续使用产品发现的常见问题。

到目前为止,我已经谈到了之间的区别learnings and insights,关注的差异问题与解决方案, 这判断的基本作用, and balancingdiscovery and deliveryactivities.

Those that know me personally know that I spend a lot of my time helping to persuade company leaders to start trusting and empowering their product teams.

然而,在一些以上的公司中,该问题对公司的领导者并不大大,必威娱乐官网它与产品团队本身就是如此。在这些情况下,我经常听到为什么他们认为他们不能做他们的产品发现工作的原因。

在本文中,我想分享我听到的最常见的借口,以及如何回复:

“There’s No Demand”

我经常看到这种混乱,我写了这一点

值得注意的是,如果您有一个糟糕的解决方案,它可以像需求一样看待您。你知道你不能卖掉它,并令人沮丧的是,按需责备这一点,但这很少是问题不是真实的标志;它更频繁地是一个迹象,即您的解决方案不是由客户认为比替代方案更好,肯定不足以说服客户转换。

现在有时确实不是dema公司nd, but much more often than not, it is easier on our ego to believe the demand isn’t there, at least until a competitor comes along with a dramatically better solution, which makes clear the issue was never demand.

“Our Customers Hate Change”

If only I had a nickel for every time I’ve heard this one. Especially from teams doing products for Enterprise companies.

Customers hate bad products. And they don’t appreciate gratuitous change. But customers happily change all the time –如果你给他们一个真正让他们的生活更好的东西。

与“没有需求一样,”这是一个方便的借口,归咎于您的客户不想改变,直到竞争对手与一些剧烈更好的东西,然后突然间,您的客户不再是您的。

松弛。条纹。购物。特斯拉。飞涨。netflix。苹果手机。Workiva ......

“我们在受监管的行业”

For those that can’t blame their customers, it’s convenient to blame their industry. Many industries are regulated – financial, healthcare, telcos, transportation, power, environmental – are all obvious examples.

但大多数行业都有比你想象的更多规定。考虑一些优步和Lyft必须容纳的各种雇佣法规。或Airbnb必须容纳的各种分区规定。或者大多数游戏公司需要容纳的年龄和隐私相关法规。必威娱乐官网

And every company, to one degree or another, is constrained by legal regulations.

重点是,每个公司都必须提出符合相关约束的解决方案。我说过很多次,即用户和客户爱的解决方案只有一半的战斗 - 我们还需要确保解决方案为我们的业务工作(可行性)。

是的,一些行业有更多的限制性,这使得解决问题更加难以解决,但相同的限制增加了对竞争对手的进入的障碍。

In any case, we have very good用于处理受监管行业的发现技巧

I’ve loved watching the new breed of strong product companies disrupting financial services and healthcare especially.

“我们有一个新的产品类型”

这对我来说是值得注意的创始人和产品经理认为他们无法测试他们的产品想法,因为它是一种新型的产品。

Usually what’s going on is that they are misunderstanding the first principle of product, which is that our customers can’t tell us what to build. But I point out to them we’re not asking them to tell us what to build. We’re testing to see if they will buy the product if we do build it.

Whether it’s truly a new type of product (rarely) or just a different approach to the solution (almost always), eventually you are going to have to put it in front of real users and customers. You’re not doing yourself any favors by giving yourself reasons to push that day off.

“我们不允许与客户交谈”

这种借口通常只有依赖于直接销售队伍的组织,销售负责人对账户控制具有很强的信念,而且通常还有一些来自流氓产品经理和工程师的伤疤,过去为他们弄乱了他们的事情。

In any case, it’s important to respect the role of sales in a direct sales go-to-market model, but that doesn’t mean we don’t need to talk to customers. That’s non-negotiable. What is negotiable is how we do this.

通常需要什么是产品负责人和销售负责人会对关切的讨论以及他们将如何解决。这是宗旨charm school适用于产品。

If despite all attempts you’re still prevented from talking to customers, then you probably want to reconsider your company’s chances at sustained success.

“无法测试这个想法”

This one is so common but it’s really just lack of education. It is remarkable how many people – especially startup founders – tell me their product idea is not possible to test. “The only way we can test this out is to build it.”

I’m always hesitant to say that they’re absolutely wrong, because there may be product ideas that truly require building it out. But I do tell them that I still have not run into that situation myself.

I ask them if they’veanalyzed the various risks?I ask them if they know about the四种主要类型的原型?I ask them if they understand both定性和定量技巧

在迄今为止,在每种情况下,都有多种方法来试用他们的想法。

经过这么多年的人们认为他们的想法是不可能测试的,对我来说肯定毫无奇怪,大多数初创公司在实现产品/市场契合之前赚了很久。

“We Don’t Have Time”

这是最常见的,最令人沮丧的借口。令人沮丧,因为这是如此薄弱的借口。

如果产品的想法是not危险 - 创始人/产品经理,设计师和技术领先地位认为,当涉及到价值,可用性,可行性和可行性时,这很简单 - 我们只需继续建立它。

However, if theresignificant risk, then the real question is do you have the timenot测试它?

意识到它很可能需要几个迭代来让这个想法致力于它实现必要结果的程度。如果您测试的方式是使用工程师建立,QA测试和部署,那么每次迭代都可能需要数周甚至几个月。

产品发现的潜在原则是,如果我们无法测试一个想法至少an order of magnitude less time and effort than actually building it, then you’re doing something very wrong.

这就是为什么我认为产品发现技能需要成为一个核心竞争力任何强产品组织,就像产品递送技能一样。

If your team has been thinking product discovery is not something you can do because of one or more of the excuses above, I hope this article encourages you to reconsider your position.

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