1 tip & 3 resources per week to improve your Strategy, OKRs, and Discovery practices in less than 5 minutes.
🛠️ A Product Coach Walks into a Bar Full of UX Researchers...
A Product Coach Walks into a Bar Full of UX Researchers...… and says, "I'm looking for actionable insights." The bartender replies, "Well, you're in luck! We serve them straight up, no bias added." (thanks for helping me complete this pun, ChatGPT). ​Dear Reader,​ Lately, there has been a lot of (necessary and unnecessary) talk about the collaboration between Product and UX practitioners. Independent but not unrelated, I loved joining a live Q&A session with Nikki Anderson’s User Research Academy members. During this session, we delved into three key questions (any many more) that are crucial to our work and understanding of UX research and product collaboration. What things do you see that need to change how product people and user researchers collaborate to make it a more positive experience?Product Managers must avoid treating user researchers like an outsourced resource, which can come across as condescending. They should acknowledge their skills or insights gaps and how more structured research can help them fill them (compared to “Hey, I need you to do this for me!”). Vice versa, user researchers should not adopt the attitude "Only we can and should talk to customers because you’re not doing it right.” Even if there are quality gaps in a team's existing Discovery work, don’t lecture them or use that as ammunition to cut them off from customer contact. Meet them where they are, ask them how you can support them, and offer to point out where you think their existing insights might miss the mark. User research is a means to a larger end: building products that solve the right customer problems and contribute to relevant company goals. Both parties are needed to make real progress towards this end. What are the most effective ways to measure and demonstrate the impact of UX research on product success?The underestimated lever is the clarity regarding product goals. For most product teams, measuring their work against company business goals is not feasible because so many things contribute to them. This leaves them with what’s within their sphere of influence, which is customer behavior. And who would be a better partner than user researchers to shape this sphere of influence? How can you set goals about changing customer behaviors without understanding customer behaviors? If you can demonstrate how reliable research informs the setting of (and execution towards) product OKRs, you're making big strides toward demonstrating the real-life value of your work. I think many researchers shy away from this area but can make the most significant impact there. What is the best format to present insights compellingly to PMs, considering they are always busy?Treat research insights like a product and ask yourself: What problem does this have to solve for whom? In this case, it means that the product managers look for reliable evidence about customer behaviors that they can use to prioritize their work. So, pick a format that makes it easy for them to continue working with these insights. If your company is big on JTBD, ensure your presentation ends in weighted job statements. If you utilize decision trees, show how the problems found can be turned into outcomes on an impact map. If they must convince the board of a shift in direction, ensure the summary is shared in a presentation using the company’s CI. Remember that formats like a pains/gains map or something similar are only means to an end, so pick them accordingly and leave the research report for optional and sync context. Did you enjoy this one or have feedback? Do reply. It's motivating. I'm not a robot; I read and respond to every subscriber email I get (just ask around). If this newsletter isn't for you anymore, you can unsubscribe here. Thank you for Practicing Product, ​Tim​ PS.: Do you Interview Users? Do you have “no shows”? Fill out this short survey to learn more about a free productized solution to that. How to Dive Deeper into Product DiscoveryLearn how I helped companies like Deutsche Telekom and Forto hone their Product Discovery practices. I closely work with product organizations through workshops and coaching to introduce and adapt Product Discovery.
What did you think of this week's newsletter? As a Product Management Coach, I guide Product Teams to measure the progress of their evidence-informed decisions. I identify and share the patterns among better practices to connect the dots of Product Strategy, Product OKRs, and Product Discovery. |
Product Practice Newsletter
Turn Product Theory into Pragmatic Application by Tim Herbig
1 tip & 3 resources per week to improve your Strategy, OKRs, and Discovery practices in less than 5 minutes.
Product Practice #321 MVPs ≠Experiments READ ON HERBIG.CO PUBLISHED May 10, 2024 READING TIME 2 min & 42 sec Dear Reader, Don’t make the mistake of “Let’s test this assumption with an MVP.” I called out MVPs for being too expensive for shortening the lead time towards reducing uncertainty during Product Discovery back in 2017: As Casey Winters defined it, “An MVP is all about delivering value to users by building the smallest product you can to test a hypothesis. You ship to learn, which...
Product Practice #320 Assumptions vs. Experiments vs. Hypotheses READ ON HERBIG.CO PUBLISHED May 3, 2024 READING TIME 3 min & 48 sec Dear Reader, “Make sure you treat this as an experiment.” “Our working hypothesis is that people want this.” Are any of these familiar? Your team (or the entire organization) might regularly mix up the terms assumptions, experiments, and hypotheses, which can create confusion at best. Let’s clarify what each of these means. An Assumption is a statement about...
Product Practice #318 How does your Traffic Light Strategy look? READ ON HERBIG.CO PUBLISHED Apr 19, 2024 READING TIME 4 min & 37 sec Dear Reader, Here’s the good news: Your Product Strategy doesn’t have to be 100% proven and watertight based on evidence before you can start sharing and working on it. Instead of trying to hide the assumptions present in your strategy, embrace them by using what I like to call the “Traffic Light Strategy.” This ties in with the idea that your Strategy consists...