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Discovery planning for a new product in the suite
Problem
An agency client wanted to extend their current brand with safety and security features – by discovering where PMF and unfair advantage of their new potential product could be. My colleague had done Problem Framing and Pretotyping Preparation Workshops with them, and suggested experiments. But the C-level management had overridden this plan with their own list of intended research activities, with a B2B concept evaluation as a finishing point
My scope
- Setup of discovery process and client education
- Leading and carrying out problem discovery, with comprehensive analyses
- Supporting concept evaluation
- Supporting preparation of materials necessary for the buy-in of client’s investors and the key ICP
Solutions
- Miro board structuring the process, serving as the source of truth, documentation of activities, and ideation/analysis tool
- Mapped customer segments, their Jobs-to-be-done, and low-effort opportunity generation methods per each job
- Tangible insights for a key customer segment
- Materials supporting the buy-in of client’s investors (slide deck with research insights, workshop template to ideate key ICP buy-in, concept audit and redesign in Figma)
- [put on hold] ProtoPie prototype of the solution to support concept validation
Results
- Client's PM was sceptical of me leading discovery solo due to bias towards my predecessor and his experience with large research teams at his previous tech giant employer. He pushed for implementing the C-level plan while seeking dedicated Product Discovery agencies. His idea was either to start the discovery over, or to initiate experimentation/opportunity generation as proposed by my predecessor and me
- Me and the client’s in-house designer analyzed the research (interviews, surveys) and compiled insights in slides, but they were never incorporated into designs as the client insisted on completing Figma and ProtoPie artifacts based on their initial assumptions. They showed no interest in market research or competitive analysis, excluding them from investor materials
- Client never used the workshop materials for the key ICP buy-in ideation, as they preferred to ideate by discussing during conference meetings with investors
- I refined their solution concept with two in-house designers through Figma. Started developing a ProtoPie prototype by myself, but the project collapsed when a key investor pulled out, ending our contract
