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3 Universal Truths to Cut Through Product Discovery Noise

Published 7 months ago • 3 min read

3 Universal Truths to Cut
Through Product Discovery Noise

READ ON

​HERBIG.CO​

PUBLISHED

Feb 14, 2025

READING TIME

4 min & 05 sec

​Dear Reader,​

"We need more user research!" "Let's run a design sprint!" "Have you tried jobs-to-be-done?" Product Discovery can feel like drowning in an ocean of frameworks and methods. But after coaching dozens of product teams, I've found that successful Discovery isn't about following perfect processes—it's about understanding three fundamental truths that cut through the noise.

Truth #1: Evidence Beats Process

​The strength of your evidence matters more than the steps you took to get it. Teams frequently get caught up in following the "right" process, but what truly drives progress is gathering reliable evidence about customer problems and potential solutions. Real, observed behavior will always trump reported feedback, and evidence showing meaningful commitment beats casual interest every time.

Truth #2: Context Beats Convention

There is no one-size-fits-all approach to Discovery. What works for a B2B enterprise product won't necessarily work for a consumer mobile app. The key is matching your method to what you need to learn next. Sometimes, that means running quick experiments instead of extensive research. Other times, it means conducting deep customer interviews before prototyping. Your context—including your customer type, business model, and constraints—should guide your choice of methods.

Truth #3: Focus Beats Completeness

Not every customer problem needs to be solved, and not every feature idea is worth pursuing. Valuable Discovery means choosing which problems matter most to your strategic goals. Teams need to evaluate the reliability of their customer insights and use that information to decide what to work on. This means being deliberate about which customer segments to focus on and which problems to prioritize.

The most successful teams I've worked with embrace these truths by:

  • Starting with their biggest uncertainty, not their preferred method
  • Adapting their approach based on what they need to learn next
  • Focusing on problems worth solving for strategically important segments

Remember: The goal isn't perfect certainty—it's gathering enough reliable evidence to make confident decisions about what to (or not to) build next. When teams focus on these fundamentals instead of getting lost in the process, they consistently deliver solutions that matter for both users and the business.

1 Question For You To Put This Into Practice

Which of your current "must-follow" Discovery practices actually slows down your path to informed conviction through reliable evidence?

Reply and let me know your answer.

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Thank you for Practicing Product,

​Tim​

Good News!

There is ONE last ticket available for my in-person Product Discovery workshop on March 10 in London (as part of Mind the Product conference).

(In case it's gone already,
check out one of the other amazing workshops)

Content I found Practical This Week

Why you should ignore your loudest customers

Here’s the interesting thing: most of your ideal customers are quietly using your product as intended. They’re finding value without requiring significant hand-holding, and they rarely raise their voices unless something truly important comes up. That’s why, when an ideal customer does become vocal—and their feedback aligns with challenges faced by your broader audience, it’s much easier to know what to work on. Their insights tend to validate patterns you’re already seeing across your user base, providing clarity and confidence about prioritizing those issues.

Product-Focused Customer Advisory Boards

The Sales/Marketing/Cust. Success oriented CAB (more typical) is usually a dog and pony show for the Product folks where you are on your heels most of the time justifying a long and detailed roadmap. In the Product oriented CAB, you are there to seek input for a Now, Next, Later type roadmap that promises to work on themes and hit success metrics. The CAB helps you define which themes are most important to your client base and it helps you know what THEIR success metrics are with your technology. In a Product-focused CAB, I tend to lightly interview LOTS of clients and invite ONLY the ones I think will be productive into my Product CAB. This can sometimes include very small clients if they are especially insightful.

Data-Informed, NOT Data-Driven

Data-driven is often used to describe letting the data do the talking. If the data says we go left, we go left. This mode of operating is sometimes hailed as noble. You’re taking the ego, opinions, and emotions out of the equation and relying on facts! But the problem is this is a fallacy sold to executives by big consulting firms. It’s dangerous to frame something subjective as objective. Take this too far, and the company suddenly finds itself inundated with spreadsheets. And rather than helping to inform our decisions, we’ve moved to a game of rationalization.

Who is Tim Herbig?

As a Product Management Coach, I guide Product Teams to measure the real progress of their evidence-informed decisions.

I focus on better practices to connect the dots of Product Strategy, Product OKRs, and Product Discovery.

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