Test your idea~ Validated learning vs wastage..
Build-Measure-Learn feedback loop is at the core of the Lean Startup model.”― Eric Ries
While reading book,The Lean Startup, I came across the concept of Validated Learning. Validated Learning is the practice of effectively measuring the accuracy of assumptions and using the results of the Validation to understand whether the assumption was correct and if so, continue onto the next test. If not, decide whether your assumption or feature needs to be improved or to change direction.
For eg: an online teaching site that enables students to learn either socially with other students online, user story was not actually delivered until it had been confirmed as a success through measurement of Validated Learning.
In addition, the feature is aligned to the product’s strategy and therefore had a set of assumptions associated with it. The process of Validated Learning either proves or denies the assumptions.
“Startup success can be engineered by following the process, which means it can be learned, which means it can be taught.”- Eric Ries.
If it is found that a feature has not been a success and actually improved the product, then that product is removed.
In the example, Grockit uses A/B Testing and cohort analysis to validate the success of the feature being delivered.
A/B testing allows you to test different versions of pages or parts of pages to different proportions of your users to test a metric such as visits to sections of your site.
Cohort analysis is very similar but takes place a step before the A/B Testing. You may use a number of different marketing channels using a number of different messages, for example. Each user that comes from one type of channel/message would be associated with that channel/message and then tracked throughout their lifetime on your product.
You can use each of these methods exclusively or together and measure against the metrics that matter to your business. What you are looking for is actionable data, something that up you can make a decision on or understand the value of a waste during the build process of a product through practices such as the constant improvement of the process.
Removing a feature that is not deemed a success as wastage; if yes, could that have been avoided?
Whenever I have built a web site and we have launched a new feature, we have measured and iterated based on the data collected until it has worked — a form of validated learning.
Perhaps I would have removed the feature if it had a harmful effect on the metrics used to validate the functionality.
I would be happy to do this as long as it informed decision making in the future. This is what Eric is arguing. A feature that is being developed is actually a test of an assumption. You are assuming that this new feature will improve the product and will improve a core measurement to your business.
If it does not do this, why keep this feature? As long as these lessons learned helps to change the strategy or assumptions around your business, you should be able to reduce wastage as your strategy should be directly influenced by validated learning through the use of your product.
“The Lean Startup method teaches you how to drive a startup-how to steer, when to turn, and when to persevere-and grow a business with maximum acceleration.” — Eric Ries.
What drives Validated Learning
Whose behavior will change because of the work?
Our product development efforts target people who share some common traits and characteristics.
What is their current behavior?
What pattern of behavior are we hoping to change? This behavior can be extremely specific.
How will their behavior change?
Something will change as a result of our intervention.
How will we intervene?
The intervention might be a change in design, a change in tactics, or a change in in packaging, messaging, or technology.
How will the new behavior benefit the user/business?
The behavior change must result in some benefit for it to “stick”.
In the spirit of validated learning, we attempt to validate the various assumptions — explicit and implicit — in the framework:
“We must learn what customers really want, not what they say they want or what we think they should want.” — Eric Ries.