Product Thinking
Models for deciding what is worth building before deciding how: the job customers hire a product for, which features delight, how to learn fast, and why outcomes matter more than output. Architects who think in products make better trade-offs.
- No. 093
Jobs to Be Done
People hire a product to make progress in a particular circumstance; understand the job and its circumstance, not the customer's demographic profile.
- No. 094
Kano Model
Not all qualities satisfy in the same way: some are expected, some please in proportion, some delight, and today's delighters become tomorrow's expectations.
- No. 095
Build–Measure–Learn
Treat each product idea as a hypothesis: build the smallest thing that tests it, measure what people actually do, and decide whether to pivot or persevere.
- No. 096
Opportunity Solution Tree
Map a desired outcome to the customer opportunities that could drive it, the solutions that might address each opportunity, and the assumption tests that check each solution.
- No. 097
Outcomes Over Output
Judge and steer work by the change in human behaviour it creates, not by the features, projects or code it produces.
- No. 098
The Four Big Risks
Before building, address four risks: value (will they use or buy it), usability (can they work it out), feasibility (can we build it) and business viability (does it work for the business).