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The Lean Product Playbook:
Statistical significance is great when you have the sample size to achieve it, but it isn’t an all or nothing proposition… you can make progress with a sample size of zero.
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55 |
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The Lean Product Playbook:
…customer needs and benefits should be precisely defined – and it is the job of the product team, not the customers, to define them.
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58 |
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The Lean Product Playbook:
…it is possible – and actually essential to successful innovation – for product teams to create a detailed and precise definition of their problem space.
|
58 |
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The Lean Product Playbook:
When you are evaluating opportunities to pursue, you should pursue the ones with the highest opportunity score.
|
61 |
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The Lean Product Playbook:
A good product is designed with focus on the set of needs that are important and that make sense to address together.
|
67 |
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The Lean Product Playbook:
The core elements [of your value proposition] are the performance benefits on which you choose to compete and the unique delighters you plan to provide.
|
68 |
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The Lean Product Playbook:
In order to have a shot at beating the incumbent market leader, the value proposition for your new product would have to at least match on the two important performance benefits…
|
71 |
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The Lean Product Playbook:
A clear value proposition decreases the likelihood that you are just launching a ‘me too’ product, focuses your resources on what’s most important, and increases your chances of success.
|
74 |
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The Lean Product Playbook:
For each benefit in your product value proposition, you want to brainstorm as a team to come up with as many feature ideas as you can for how your product could deliver that benefit.
|
77 |
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The Lean Product Playbook:
…writing good user stories is an acquired skill.
|
78 |
