Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share lessons about the process itself. What techniques worked and didn’t work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company?
One of the first things that we learned about the process from our participants was that they wanted a “toolkit” — something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact.
As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery “pilot program.” Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate product discovery and Lean methodologies as they apply to real-world customer opportunities at The New York Times.