Established companies - they already have good information. They already know who buys their products and why, where to find those people, what to say to them, how to onboard them, how much to charge, and a hundred other little details. They have a working customer acquisition system. They employ strategy, execution, hiring, and delegation to optimize their performance.
But startups aren't ready to optimize. They still need to figure out the basics quickly. And while strategizing, executing, hiring, and delegating are great ways to optimize, they're inefficient ways to learn. When fast learning is the goal, you need a different process, a process of discovery.
The imperative isn't to optimize well-known operations, but to discover those operations to create a new system, not run an existing system more efficiently.
It's not yet possible to begin optimizing because you don't know what the right processes are. You're in a race to acquire and validate information about the system as quickly as possible. Your success dep A startup is not a small version of a large company. Steve Blank.
Discovery mode to find your big growth levers fast.
To grow, startups need to operate in discovery mode. This means your entire organization needs to become an instrument of discovery. One that's designed to find your big growth levers fast. The rest of this chapter outlines a process for doing that.]
Mówił też że nie chodzi o wile małych 1%, tylko duże. customer development
You're in a race to acquire and validate information about the system as quickly as possible. Your success dep Google didn't beat Yahoo by being 1% better. The iPhone wasn't 1% better than the Nokia 6300. And Netflix wasn't 1% better than Blockbuster.
These startups succeeded by finding an entirely new approach, not nudging along an existing one. Their desired outcome wasn't incremental, but binary. Optimization can't yield binary outcomes like this. Discovery demands a totally different kind of thinking.
Instead of doing a hundred things one Try this thought experiment. Imagine you're right. Imagine the grand promises you made to your investors are true, and the opportunity is bigger than anyone realizes. A huge mass of people are desperate for your product if only they knew it existed.
Discovery
What exactly do they hope to achieve? Three, social and emotional aspects. Why is this challenge so important to them? Even in B2B, most purchase decisions are based on emotions and social considerations.
And somebody will need to figure out how to turn all that customer enthusiasm into a solid, predictable stream of revenue. Bottom line, your success depends on your ability to figure out lots of things quickly. Your team's ability to discover. And that's my whole point. mindset-sukcesu
Wrong types of mindset
When things fail, they gather the lessons and try the next thing until something shows promise. When things aren't working, they try more things. These founders are easy to spot because their website promises an all-in-one solution for dot dot dot. That's because they spent the past three years building features based on their sense of the market, and now the product is too complicated even to describe, let alone use.
And the engineers spend most of their time managing technical debt for a handful of since they already have good information. They already know who buys their products and why, where to find those people, what to say to them, how to onboard them, how much to charge, and a hundred other little details. feature fallacy
...
Your business is inevitable. The best startups are inevitable. It's obvious in hindsight. Google. As soon as people had the web, they'd need a way to search it. Uber. As soon as people had smartphones, it was inevitable track them. Your support team needs to figure out what problems customers will have and the most efficient way to address them. Your compliance team will need to figure out how to satisfy legal requirements quickly without burdening your customers or employees.
Framework
Step one, understand the journey that leads customers to you.
Selection. Before your customers feel comfortable choosing a solution, they'll have some specific questions and worries that need to be addressed, along with some switching costs, non-financial factors that make it hard for them to adopt your product. Examples include needing to learn a new skill or getting stakeholder buy-in from a co-worker or spouse.
You'll have prospects at every stage of this journey and will deploy different tactics at each stage. For example, if a customer isn't optimization mindset to a discovery mindset. That mindset shift often makes people uncomfortable.
Step two, map your growth model to find points of leverage.
Step three, run growth sprints to test ideas quickly.
In addition, growth sprints push people to move fast. They'll often need to cobble to 24-hour emergency locksmith with a phone number. Genius. For 99.999% of my life, I won't need a locksmith.
Step four, shift your team's mindset from optimization to discovery. Let's look at want to make sure it's your thing. hipoteza i eksperyment i iteracje
But without the mindset shift, the rest of the process can't work. The discovery process involves being wrong a lot and realizing when you've been wrong all along. It asks you to fail multiple times per week in a very public way. Diligent, conscientious people find this unsettling.