Scenario  

What new capabilities should we build/not build, now?

How can you streamline your efforts to leverage your team's strength and deliver a differentiating offering  - more quickly?

 

​A compelling new offering in the market often 75% faster

Your challenge 

What creates the most value - for this release?  

How do you align your team's efforts to create the value that customers are willing to pay for?  

When you are deep into a project, especially a complex project with lots of moving parts, technologies, and different team skills types, it's a tough challenge to know what your team should be building now and what your team should create later.  

And, it is often tougher to decide how much you should emphasize what you must create.  Do you wonder; 

  • Am I investing too much or too little in this part of the offering?

  • What part of this effort should I emphasize - should I “gold-plate” – to win?  

  • Will customers really see value here?

  • Can I cut back on "polishing" some of these – with no real negative effect? 

 

Your situations:  focus on what?  where?

With time constraints, fuzzy targets and lots of options, it is tough to know what your team should build – now.  And market feedback often doesn't help as it's challenging to get and often unclear and even contradictory.

What you do: guess and go, or “peanut butter”

Since you're not highly confident about where to focus you make your best guess and move quickly.  Sometimes you have a sage leader that have intuitive insights and helps teams wrestle with these challenges. 

Often for the capabilities that your team does create are resourced in the "sandwich model” - equally spreading resources - like peanut butter on a sandwich - across the project evenly.  But this guarantees that you will have two error modes - risking a market flop and taking too long to launch by NOT  emphasized what should be and overbuilding what should not.

And you also hope the Agile and Lean cycles will give you the insights you're looking for - but often they don't, since the reason for why a new offering flounder is so unclear.  

 

Your goals:   

  • Cut what you don't need, now – with this release, even if you may need it later  

  • Emphasize and “gold plate” what will help you win in the market - the things that will help make a difference - what your team is uniquely good at creating and will give your offering a competitive advantage

  • Save time and resources by not overbuild the things we don't need to - deemphasize capabilities that just have to be there - but the market does not value.

  • A. Sequence your key decisions

    1. Know your top risk

    2. Precisely target the people most likely to adopt your new offering

    3. Identify the top customer goals and corresponding roadblocks - i.e. problem space valuation...

    4. Decide how your team's unique skills could delight the market - i.e. what solutions could you create...

    5. Align efforts to value

  • B. Create a new perspectives for each decision 

    For each point, use the best practice to help the team see the challenge in a new way, with a new language, perspective:

    1. Use Anoff to understand your growth strategy, risk profile

    2. Target not only by demographics but psychographies - e.g. Gateway Adopters for new markets and/or new offerings

    3. Use the Value Prop Scratchpad to create a coherent vision

    4. Use Customer Value Accelerator to identify the team strength that could delight your customers

    5. Identify your Minumum Compelling Offing and align work to value 

  • C. Validate your vision - quickly cheaply, early

    Focus and mitigate your top risk: 

    • Know the risks that most endanger your project

    • Engage the right people - the right role and psychographic profile - to mitigate that target risk

    • Use lightweight models like Gateway Adopter Vision Teams to engagement this group as a customer development effort

    • Validate compelling - the target personas top goals, roadblocks

    • Early, before you make big bets

Solution  

Create Compelling new offering in 5 steps 

 

For this frequent challenge - you can break down key components into simple, addressable components - so that you can quickly define and validate a compelling, differentiating offering.  

First, focus your efforts on the projects' biggest risk type.  For most new projects this is a typical value prop vs. other risk types like usability, technical performance or Go-to-Market.   

​Define a precise, very granular vision - your hypothesis - for a release that would be compelling for the people most likely to adopt your new offering. 

​Align your team's effort to create compelling, differentiating, winning offering 

​Validate concepts – early, cheap, before bigger bets, bigger risks

Principles 

Define and Create Compelling - for the people most likely to adopt your new offering while mitigating your biggest risk, fast.  

 

Use these decision tools to emulate the same best practices that Gateway Adopters use to disrupt their own markets -  always taking risks, sequentially maturing, proving new concepts that the mass-market follows. 

  

  • Focus on your biggest risk

    You will get the biggest impact for your efforts focusing on mitigating the biggest killer risk.

    Value?  

    Usability? 

    Technical performance?

    Go-To-Market? 

     

  • Know compelling

    for the target customer most likely to adopt your new offering.

    Focus on a precise target customer - not just the role that matches the risk - but also find the unique sub-niche within the market to start with. 

    Then through segmentation and customer discovery, determine what they value - what they find compelling - enough for them to stop what they are doing now and try something new. 

  • Align efforts to customer value.

    Leverage your competitive advantage. 

    Understand the types of value your team must and could create.

     

    Know what can delights customers - that others can't duplicate. 

    Leverage your team's skills to focus on what will differentiate our offering and delight your target customer.

  • Validate your vision with  customer development 

    Use Lean, lightweight customer development to engage the precise target customer in a lightweight way.

     

    Focusing on testing your biggest risks

Why this works.

Why care about "Gateway Adopters"?

They are a key step on the path to mass adoption:  

Serial breakthrough innovators repeatedly pursue and manage high-risk projects to prove winning solutions.  

You can find and engage them in your market. 

You can emulate how they succeed.  

A catalyst to the mass market for great solutions  — not a "chasm".  

CONTACT US TO LEARN MORE.

Seattle WA

425 444 2904

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