The main differences between lean innovation and traditional innovation models
1. Traditional rocket launch innovation:
It is believed that user needs and solutions can be predicted and accurately grasped, and the product is not faced with users until the moment it is formed.
2. Lean innovation:
It is believed that user pain points and solutions are inherently unknown and cannot be perfectly predicted, and require continuous verification and iteration to find real needs and effective solutions.
The essence of lean innovation:
Realize value creation for users, and ultimately realize a closed loop of value for the innovators themselves
Two key elements of lean innovation
1. Capture user pain points, that is, find the problems we need to solve.
2. Find solutions to solve this user pain point.
Three tools for lean innovation
1. Assumptions of the business plan:
Put down business assumptions and introduce customers into the innovation cycle from the beginning
2. Customer development and product development are synchronized
to push imperfect products to some users and constantly seek feedback
3. Lean R&D
trial and error and iteration It is a scientific method to reach the end point, and it is also a value creation method advocated by lean innovation.
Five Basic Principles of Lean Innovation
1. User-oriented principle:
Shift from self-direction to importing the entire innovation process from the client; no longer starting from the innovation project and its product manager or engineer itself, but importing the entire innovation process from the client.
2. Action principle:
Change from plan-oriented to action-oriented; emphasize starting from action and try to gain understanding of users
3. Trial-and-error principle:
From perfect prediction to scientific trial and error, use the simplest business model to trial and error, and test the effectiveness of the plan feasibility.
4. Focus principle:
Switch from systematic thinking to single-point breakthrough filtering and screening of user groups to find the core angel users.
5. The principle of iteration
has shifted from the idea of perfect planning + perfect execution to continuous updating and iteration; focusing on user pain points, starting from action, using scientific trial and error methods to gain knowledge, knowing by doing and then acting by knowing. Form continuous changes in cognition.
The “three-step logic” of lean innovation
1. User exploration.
The basic task is to define two basic assumptions: User pain point hypothesis & solution hypothesis
2. "Three-step logic" Part 2:
The key task of user verification is to verify the user pain point hypothesis & solution hypothesis; it is necessary to focus on the solution Whether it matches the user's pain points
3. The third step of the "three-step logic": Pivot (user accumulation and project operation) is
between user exploration and user verification. It is a continuous iterative and cyclical process, and knowledge must be gradually accumulated.
Measuring two basic assumptions of lean innovation
1. The size of user pain points determines the space for innovative products. The larger the pain points, the greater the opportunities; 2. The
persistence of user pain points determines the sustainability of innovative products. The longer the pain points last, the further the product will go; 3.
Solutions It should match the user's pain point, that is, examine whether it can solve the user's pain point.
4. The solution should have a high degree of matching with the user's pain point, that is, examine the extent to which it can solve the user's pain point.
How to define basic assumptions
1. The cognitive cycle of user exploration defines three tools for user pain point hypotheses and solution hypotheses: brainstorming, in-depth observation/interviews, and learning from the failures of others. These three tools form the learning and cognitive cycle of user exploration. ; In this cognitive cycle, listening skills are very critical
2. Tool 1 for defining basic assumptions: brainstorming,
which is often the basic starting point for defining user pain points and solutions. The
basic principles of brainstorming include:
defer judgment ,
encourage bold ideas,
build on other people’s ideas,
do not go off topic,
only one person speaks at a time
, use visual effects Say it loud and
pay attention to the quantity
3. Tool 2 for defining basic assumptions: in-depth observation/interview.
Become a part of the user through in-depth interviews and participatory observation.
Do not join in prejudgment, openness and transparency.
4. Tool 3 for defining basic assumptions: Learn from the failures of others.
Obtaining useful information from the failures of others and expanding your own cognition is a low-cost way to obtain cognition.
Learn from the failures of other innovators. Thereby improving the level of understanding of user exploration
Validate basic assumptions with MVP
1. Design MVP
Key task 1: Sort users to find the core angel users.
Key task 2: Sort pain points and functions to find the most core, most relevant and smallest combination of functions.
2. Learning and iteration
Iterative functions must be generated by users, rather than simply accumulated.
3. Testing and data collection
3.1. Comparatively test
two or more versions of MVP to compare and collect quantitative and qualitative data.
3.2. Cohort analysis
breaks down users into groups of different periods, and analyzes the users acquired in each period in different periods.
3.3. Net Promoter Score (NPS) Product fans are willing to share and spread the product, which leads to viral user growth.
Application inspiration
Supplement:
1. The designed MVP can be simple or VIP-style. Generally, in addition to making actual products or product prototypes, MVP can be static pages, disguised buttons that cannot be used, videos, screenshots, PPT, etc.
2. The tested functions are not directly superimposed. No modification is required for functions that are not urgent or important.