Align goals with client values
Insights don't have much value unless they are translated into meaningful action. This is the focus of this phase:
- Identify opportunities for investment
- Prioiritise these objectives
- Formulate the learning objective or what you need to understand to inform go/no-go decisions
The challenge at this stage of discovery is to pin-point the opportunities that most closely align with organisational strategy and capability. You're still on a steep learning curve, but if you trust the insights you've gathered up to this point, you're well placed to prioritise opportunities for deeper exploration.
One of traps some organisations can fall into at this point is to assume they can jump straight into delivery mode or develop concepts that are a sure thing. How you frame goals, and the language you use to socialise these goals is an important aspect at this stage.
Opportunities are not sure investments yet, some may never make it to delivery. Rather opportunities are bets - they are only potential investment opportunities, but you won't confirm strategic investment until you've gathered more insight that helps prove and quantify the potential opportunities. Therefore, the focus is still on learning goals linked to outcomes that will inform go, no-go or pivot investment decisions.
Story Teller | Facilitator | Coach
- Raise awareness and facilitate conversations to arrive at key investment decisions
- Prioritise areas for further testing and learning; in short, where do leaders want to place their bets for the future?
Bring people together - decisions makers and key stakeholders, as they need to inform, engage with and action resulting decisions.
Learning and decision-focused workshops work well at this stage (and may be a continuation of empathy workshops) and include decision-makers and doers across key areas - research, design and technology.
Combine all the data points for a systemic view.
Across user insight you're looking for unmet needs:
- Where are the pain points?
- What needs are not met?
- Are there needs that are only partially met?
- Do you have data to quantify these yet?
Evaluate against existing operational capability:
- What capability are you well positioned to exploit?
- Where are the capability gaps and how easily can these be built?
- What investment / level of change is required?
- Who (or what department/region?) is (most) ready for change?
Consider voting on bets across the team, but make sure the Product Owner has the final say.
Agree the best BET - the problem area(s) you want to test further so you can learn if potential solutions solve the problem before making a long-term investment decisons.
You are now ready to introduce continuous feedback loops so you can test directly on users.
- Prioritised bets (potential investment opportunities) aligned with business strategy and user values
- Further enhanced capability - to elicit and exploit insights
- Learning objectives
"Maire joined the team as we were looking to make transformative change to our product offering. She is a quick learner, brings a lot of fresh ideas, and executes the plan. She is a collaborative partner and she is excellent at documenting her well thought out plans." Product Director, Lexis Nexis - engaged as User Researcher & Innovation Partner, 2018 - 2020.
"Máire has a rare skill of being able to help her clients build the capabilities so they can continually deliver new innovations to their customers." Head of Media Consulting, Cognizant Consulting - engaged as Associate Consultant on BBC Monitoring's digital transformation programme, 2014 - 2016.