Treat product discovery as a product itself. Define what problem it solves for your organization, then hold leadership accountable to those goals. This focus reduces uncertainty when entering new markets by keeping discovery efforts aligned to actual outcomes.
Hey, here's the value we want to get out of it. I think that's something I encourage companies to do, to be explicit about, to treat basically, treat ways of working like a product. It's like what I like to say is that what's the problem product discovery should solve for us as an org? What do we want to do? And by having that anchor up there, you can then map specific measures and activities against that. It's like, hey, we're now going to train the rest of the org on user interviews. We're doing that so that discovery can help us better. We're going to introduce this analytics tool so that discovery can help us solve this problem we're trying to solve. So being clear about the intention behind it and not just, you know, like, oh, it's the best practice, we must do it. But like, here's what we want it to do for us. That's something that's important. Lead with that and hold, especially in leadership, like try to let yourself be held accountable against that definition. Like that people can challenge you. It's like, hey, we're doing this thing.
How does that help us, let's say, reduce uncertainty in this new market?
