Learn to fail. Fail often. Fail fast. Does this sound familiar? Failure is the current focus in many schools of “entrepreneurial thinking”. We contend that it is of no consequence whether you failed – rather, it’s what you learned that’s important. For us, “You win or you learn” is the key to keeping going when things don’t turn out quite as we had anticipated.
Seeking the “why” of any outcome will build your understanding of the processes, paradigms, or procedures that got you there. That kind of insight will improve your future outcomes, regardless of whether you won – or learned.
There’s an old Kenny Rogers song, The Gambler, that has the line, “you gotta know when to hold ’em, know when to fold ’em”…
That’s something useful to consider when you are doing a business refresh, rejuvenation, or even a resurrection. If you truly want to do something differently, you need to decide what’s essential to retain, and what you can let go. It seems like an easy decision, but that Drucker-ism to “stop doing something old” is more difficult than it looks.
This exercise is one where the help of a professional facilitator can come in handy. They don’t have the same emotional bond with your “old stuff” as you do. That frees them up to ask hard questions, such as, “from what you’ve told me, that thing you’re clinging to doesn’t really fit with where you’ve told me you want to go”. We like to ask the hard questions – although we’re also keen on making that as painless as possible. One technique we use is to play metaphor-based games, such as Innovation Games®. One called Prune the Product Tree is easily adaptable to just this situation – and can also help you and your team consider the impacts of keeping, versus letting go.
We’re happy to help if you’d need a hand with this or other sticky business problems. And your location is no object – have suitcase, will travel!
As you grow up, your needs, wants, ideas and preferences change. Your attitudes change. You change.
The same can be said for your startup organization. The more you grow, the more roles and goals you’ll have. Pretty soon (unless you took an opportunity to fail fast), you’ll need to work more on staying up than starting up. How will you manage your products?
It’s been our experience that product managers have a pretty tricky list of responsibilities (and the product managers we know tell us that, as well). The key to that is community. As you evolve and grow as a product manager, it’s nice to have others at various stages of their product management career that you can lean on, network with, or use as a sounding board. We’re working to help build that community here in Atlantic Canada. Coming soon, we’ll be sharing more details about ProductCamp Atlantic 2014. For now, you can check out the registration site …and tell us what you’d like to learn more about at ProductCamp – it’s a chance for Product Managers to have a day, and have your say. We’d love to hear from you.
Do what you know best, and keep on doing it…what does that really mean? It’s a question we’ve been pondering lately, as we watch clients struggling with the need to grow and adapt, and the desire to hold on to what is central to their culture and narrative. Certainly there’s value to concentrating on one’s core competencies. But what is “your knitting”, exactly? Is it flat, straight stitches, carrying on, row-after-row? Or is it a series of complicated cables, winding in and out, never losing the path but requiring extreme effort to follow? Perhaps it’s a crazy, multi-coloured pattern, like fair isle – traditional, yet different every time. For knitters, it can be all of these things, and more. So the idea that “what you’re best at” can be only one thing is an over-simplification of the concept.
Knitting, at its essence, is comprised of two simple stitches: knit, and purl. Similarly with your business or product, there is something fundamental to which you should hold fast. But this doesn’t mean for a minute that there isn’t room for growth or change. Apple, for example, built computers that were simple, beautiful, and easy to use. Yet no one today would think of them simply as “a computer company”. So at your next strategy meeting, when someone says you are straying too far from the status quo, and suggests you might want to “stick to your knitting”, make sure you know what that means. Break down what it is that you do to its pure substance, and decide what it is that you absolutely can’t afford to change. Then feel free to change everything else. As long as you don’t lose track of how to knit and to purl…you can be any kind of knitter you can imagine.
Iterate early and often? Absolutely. But each version change to your product (or products) has the potential to move you further and further from your brand’s core. Eventually your brand looks like a copy of a copy of a…well, you understand. Your messages lose resolution. Your mission lacks clarity.
How do you keep that from happening? We like to use Innovation Games(r) to solve problems, and better yet, to prevent them. In the case of the problem we’re considering today, our clients love it when we play Prune the Product Tree to work through their product roadmap or brand strategy.
Imagine the trunk of the tree is your brand. This is your core. Your heart. Your promise. The thing that supports everything else you do. It should be immutable and unchanging. As you add leaves, flowers, or fruit…make sure they fit with your trunk. If your company is a birch tree, you aren’t going to turn out any apples. Once you’ve mapped out your “where’s next?”, think about the roots of your tree. They’re all the systems and structure that keep you upright, supporting your trunk and enabling everything you do. If your root system is insufficient, the leaves and blossoms will wither…and eventually even the trunk will succumb.
This simple but powerful metaphor is one of the most useful games in our toolkit – it’s helped us help many of our clients stay true to their purpose, and it can help you, too.
It was a wide-ranging chat about all things entrepreneurial, but one of the key messages was the importance of getting out of the building – to talk to customers, of course, but also to just get a fresh perspective, and to look around.
As we’ve done this, we’ve discovered that in our corner of the world, at least, entrepreneurship is the new normal. Maybe it’s because we’re attuned to it, but businesses and business ideas are springing up everywhere. Within an easy walk of our home office we have conference organizers, forestry consultants, big data analytics experts, shopkeepers, software developers, and more. So while the prevailing wind of conversation says our province is on a downward trajectory and may soon implode, we’re sensing otherwise. Times are changing, most certainly, but outside of our building, they’re changing for the better.
So as our moms used to say, “you kids, get outside!” You’ll be amazed at what you’ll discover.
Even when companies insist that they want to know what their customers really think, believe, want, or need, there is often an innate desire to control the conversation. To argue. To defend. To explain. This can get in the way of true, open expression by the respondent (your customer). Combine this with the wish to ensure every question gets answered, every assumption explored, and any possibility accounted for, and soon you have…a survey. We’ve even seen focus groups, designed for open, creative exploration of feelings and ideas, turn into something more like interrogations – with numbered questions, insistent probes, long lists of information to be rated and ranked, and scales for nearly everything. The problem for the customer is that all of that seems like too much work. To be realistic, your customer simply doesn’t work that hard at deciding whether to investigate, like, or purchase your product. So how can you make your research process more like discovering, exploring, or shopping?
One way is to let your customer play. Serious games (games with a purpose) like Innovation Games™ make it possible for customers to have fun, and still answer important questions. Questions like:
How should our product evolve over time to give you the newest features you want or need?
Are there older features that aren’t important to you anymore, or that you never really used in the first place?
What sort of relationships would you like to see between our brand and the brands of others?
How do you want to interact with our company?
Do you feel like we really understand you?
What other products do you want to use in combination with our product?
Can you show us why the features of your ideal solution are important to you?
If we can’t give you everything you need right away, what should we give you first?
Do you use our product in ways we didn’t expect?
Is there something we’re doing that makes it difficult to use our product or service, instead of easy?
The reason games work is that they’re not work! They make the process of finding the answers to big (and small) questions more fun and engaging – for your customer, but also for you. Humans are naturally programmed to lean toward fun over work, so building entertainment into your research process is a proven method to getting excellent results.