oldwinter 持续的产品发现
将客户反馈从定期琐事转变为产品决策的高频引擎。
利用 23 位嘉宾的见解以及 Lenny 播客和时事通讯中的帖子，帮助用户持续发现产品。
如何提供帮助
- 审核当前的接近度 - 评估团队与用户直接交互的频率和质量并识别现有的看门人。
- 定义发现仪式 - 帮助设置涉及整个产品三重奏的采访、演示日和支持轮班的重复节奏。
- 构建机会空间 - 指导将原始反馈转化为未满足需求、痛点和愿望的可视化地图。
- 加速证据收集 - 在提交完整构建之前，建议通过原型和行为映射测试假设的轻量级方法。
核心原则
区分需求和解决方案
Teresa Torres: "I can tell you that opportunity is an unmet need pain point or desire, and that's great. But I can tell you that 98% of people that write opportunities write them as solutions. So we tend to just really struggle with this distinction between the problem space and the solution space."
真正的发现需要将每个机会严格定义为未满足的客户需求，而不是预先设想的功能想法。
消除构建者和用户之间的层级
Brian Tolkin: "Talking to customers every single day like one-on-one onboarding drivers responding to support tickets, there's no centralized support team, there was no closer to the customer, right? And so I think that foundation actually for really understanding what moves the business and being super close to the customer actually is a pretty good foundation for them going on to say, okay, what do we actually want to build in a more scalable technology way?"
深度同理心是通过消除集中式过滤器并让产品团队直接参与入职和支持来建立的。
将发现融入执行
Itamar Gilad: "Google, was what I call an evidence guided company. So essentially it put a high premium on focusing on customers, coming up with a lot of ideas on looking at the data, looking at how these ideas actually worked out. They weren't shy about launching betas and things that were very rough and incomplete and learning from that and then they expected people to take action based on the results."
启动粗略的、不完整的版本来收集现实世界的数据，这些数据决定是要转向还是继续进行工程任务。
优先考虑高信号非正式接触
Jeff Weinstein: "The moment the customer felt compelled enough to go out of their way to talk about some problem, that's a unbelievable gift. I will leave a meeting to just get one message back to them. If you're text message friendly with five or 10 of those, you are going to have so much direct signal that is infectious."
与积极主动的用户进行直接、非正式的沟通（例如短信）通常比结构化研究提供更高质量的信号。
作为持续合作伙伴维护研究
Judd Antin: "Well, the solution is simple but not easy to me. It's that we need to restructure the way we make products in a way which integrates research much more fully. It looks like consistent relationships in which researchers, and the work, and the insights they provide are a part of the process from beginning to end."
研究应该是整个开发过程中的一个综合合作伙伴，而不是一开始就使用的被动服务。
通过直接观察识别摩擦力
From "The unconventional Palantir principles that catalyzed a generation of startups": "You have to be the user to unlock this concept. I don’t mean that spiritually as in “think like the user”; I mean literally do their same job with your product as an extended member of their team and see what you learn."
与客户一起进行实际工作，以揭示仅靠访谈无法发现的操作摩擦。
将技术人员融入客户工作空间
Nabeel S. Qureshi: "There was a different type of engineer which you sent into the field. You would spend maybe Monday to Thursday and you would actually go into the building where the customer worked and you would work alongside them. You would literally get a desk there and so, that engineer became known as a forward deployed engineer."
通过让工程师在客户办公室现场工作来识别战术瓶颈，可以最好地实现高价值的企业发现。
模板和框架
- 持续发现与基于项目的研究 (Teresa Torres) - 重新构建发现如何融入产品工作：不是作为交付之前的一个阶段，而是作为与交付同时进行的并行连续习惯
- 机会解决方案树框架（2023 年 Lenny 的最佳时事通讯）- Teresa Torres 的持续产品发现框架，将结果与机会、解决方案和实验联系起来。
- 产品剪贴簿（概念数据库）（产品经理是一个不公平的角色。所以工作不公平。） - 一个轻量级的概念数据库，用于收集按战略泳道组织的客户见解、反馈和证据，以便更快地发现和规划。
- 前向部署工程 (FDE) 模型（催生了一代初创公司的非常规 Palantir 原则）- 一种客户发现和产品开发方法，工程师在较长时间内（数月，而不是数小时）实际嵌入客户环境中，执行以下操作：
- 曝光时间 (Guillermo Rauch) - Vercel 的内部操作原则，用于培养产品品味和同理心。
- 产品三重奏模型 (Teresa Torres) - 一种协作工作模型，产品经理、设计师和软件工程师平等地共同进行发现和产品决策，而不是
- 客户支持是每个人的工作 — 实施节奏（在 Figma 工作让我懂得了客户至上） - Figma 在处理任何客户交互时使用的三步节奏，从支持票证到销售电话再到随机遭遇
- 转到来源清单（第一性原理思维）- 获取主要信息而不是依赖二手假设的五种方法
有关详细信息的完整列表，请参阅 references/artifacts.md。
帮助用户的问题
- “您的团队上周花了多少小时观察客户的工作情况？”
- “最近的客户洞察是什么导致你终止或改变某个功能？”
- “过去 14 天内，您的工程团队中有哪些成员直接与用户交谈过？”
- “您是否将未满足的客户需求与功能请求列表分开跟踪？”
- “目前，您的构建者和用户之间有哪些内部看门人或集中团队？”
- “您目前如何存储和组织客户证据以便在规划期间可以访问？”
标记的常见错误
- 将发现视为一个阶段 - 发现应该是一种并行的持续习惯，而不是交付开始之前发生的一次性项目。
- 听取关于激励措施的既定立场 - 用户经常提供掩盖驱动其实际行为的潜在激励因素的剧本或要求。
- 在访谈期间关注解决方案 - 早期发现应侧重于深入了解潜在的用户需求，而不是提出特定的功能想法。
- 为少数群体打造 - 对声音最大的用户的反馈进行过度索引可能会导致产品无法满足更广泛市场的需求。
深入探讨
有关 23 位来宾的全部 27 条见解，请参阅 references/guest-insights.md
相关skill
- 客户访谈
- 想法验证
- 产品实验
- 定义 Icp