Normally the product manager and the product designers dedicate more time to discovery rather than delivery, while the engineers dedicate more time to delivery. But engineers are fundamental to discovery too, and they need to spend time on this. First because solutions need to be feasible and second because engineers are a great source of ideas.
To avoid this, product discovery work must become a first-class citizen of the backlog. It must be visualized along with the delivery tasks. It must be prioritized against them and assigned to specific members of the team. It must be tracked like delivery tasks, and the implications of the discovery work have to be taken seriously. In many cases, learning will reveal gaps in your backlog or a poor prioritization decision. Changing your plans in reaction to these learnings is agility. It’s the whole reason to adopt this way of working and is the key to building responsive teams and organizations.
… maximum participation. Most important, broadcast your findings broadly immediately after the test. Show the value of the exercise, reduce the commitment for participation, as well as the cost, and you’ll find an increased level of organizational buy-in for this classic product discovery technique.
wears off. Our intrepid intrapreneurs go on roads… culture. It turns out though that once you get that company.com email address the sheen wears off. Our intrepid intrapreneurs go on roadshows, demo tours and hold internal workshops to try and move the organization forward only to hit brick wall after brick wall. Meanwhile, the same leadership teams that hired them are now bringing in outside consultants who te…
In some cases these calls, coupled with freshly redesig… the kind of talent that reflects the future of business — one based on and immersed in technology. In some cases these calls, coupled with freshly redesigned office space, more relaxed dress codes, large budgets and the promise of global impact, succeed in attracting entrepreneurial talent into the fold. These newly-minted intrapreneurs are not only broadly welcomed but are often held up as “the future of the company.”
In closing, I’d like to share a personal observation. The only way to battle short-termism and the urge to cut corners is to show great results. Without a sense of outcomes, any way of working will experience a “drift into failure” and falling back into an output fixation. Any “better” way of working is ripe for abuse.