I have the same doubt :( I don't understand what does he mean with "indirect sampling of reality"

Great question, Joey. Personally, I see the BMC as a Product Strategy Tool, which means it should provide guidance for the missing parts you'd want to cover through Discovery. This is, of course, a continuous relationship, as Discovery insights should inform your Strategy as well. The Value Prop Canvas can be helpful for high-level (strategic) problem prioritization or, from a more tactical perspective, to synthesize research insights and align them with new feature ideas.

Thanks, Leandre. Happy to hear it resonates!

That's amazing to hear, Leo. Thanks for the feedback!

Thanks, Swapnil. I only saved these for a different video. ;)

Great question, Daniel. To me, Proxy Key Results are the goals. Goals should be measurable whereas Objectives are qualitative statements. And what helps you execute your Strategy Choices are the Key Results (aka measurable goals).

Glad it was helpful!

Thanks a lot for the feedback, Meet!

I'm glad to hear that, Mahdi!

I'm glad you enjoyed it!

Thanks so much, Kamil. That's amazing to hear!

Great question, Oleksandr. Since I'm a firm believer in individual better practices, rather than over-generalized examples, I typically don't talk about specific scenarios outside of my course student community calls.

Thanks so much, that's amazing to hear. If you'd love to see more people discover the video, please make sure to leave a like and share it within your network!

Glad you think so, Magnum!

Thanks, Dave. My first question would be what drove the high confidence in the first place and are these signals still as strong? Also, what are the overarching strategic directions and goals for v1+? Still the same? Are you going after the same users? I talked more about structuring evidence strength and prioritization in this post: www.linkedin.com/posts/herbigt_productdiscovery-outcomes-productteams-activity-6948127234008203264-Wuqa I hope that's helpful

Awe, thanks so much, Dave. That's amazing to hear!

Thanks so much! Here are some of my all-time favorites (beyond the usual suspects): *Validating Product Ideas Through Lean User Research by Tomer Sharon* What I love most about this book is its insane focus on practicality. It doesn't bother you with flashy introductions or stories but gets right at it. In addition, you can use it as a catalog. Skimming it for whatever you need at any given time. It's also organizing techniques around questions (i.e., "What do users need?") to help you select what framework to apply when. The book also sticks to the basics without re-inventing the wheel. *Radical Candor by Kim S. Scott* Probably the most transformative book of my career in regards to soft skills. It helped break with traditional limiting beliefs (like the "shit sandwich) and how to balance giving it straight to people and not being a jerk. As someone who was sometimes a bit too focused on harmony, this book helped me approach hard(er) conversations with more confidence and to embrace those to create clarity. *Just Enough Research by Erika Hall* I love diving into writing from domain experts that operate within the broader craft of Product Management. As a User Researcher, Erika Hall is focused on this particular craft with high-quality standards, without making it sound only she could to great research. This book is complementary to the work of Tomer Sharon (see the first recommendation) as a deeper layer of research activities. It also stays away from adding fluff through artificially created frameworks and buzzwords and instead focused on the necessary basics and categories like differentiating Competitive Research from Evaluative Research, etc. *Crossing the Chasm by Geoffrey A. Moore* Recently, I've seen some discussion around how startups or solutions are driving a "wedge" into a market to gain adoption. I think this is similar to the concept of the chasm in this book and it's such an excellent reminder for product companies to think strategically about the adoption of a new feature or entire product. The chasm refers to the 'handover' process between user groups along the lifecycle Disruptive and innovative products don't cross the chasm organically. They require smart efforts to cross the chasm in order to avoid remaining stuck in an earlier but maybe smaller customer segment.

Woah Tim, Thank you for this comprehensive response.. I would definitely be purchasing this books especially the soft skill, am a new Business Analyst, i did the course during the lockdown... And i just got a role but am definitely being challenged in terms of the soft skills.. Thank you for your recommendations

Great question, Alan. Since Objectives are meant to serve as the inspiring umbrella and act like a mini-Mission, I wouldn't use metrics to set them. Besides, The O and the KRs of an OKR set should describe progress during the same period. So, it doesn't make much sense to use different metrics. Use the Objective to explain the qualitative change you want to create "in the world" during the OKR cycle and use the KRs to quantify precisely what success would look like.

Thanks, Jonas. Glad to hear it's helpful!

Thanks! I appreciate the feedback, Atul.

Thanks so much, Atul. That's amazing to hear!

Great question! Here are two resources on this topic (which is more complex than a YT comment allows for): herbig.activehosted.com/index.php?action=social&c=521&m=496 herbig.co/okrs-product-management/#okrs-product-discovery

Thanks for the feedback, Matthew. Appreciate it!

@@herbigt More videos for sure. My preferred way for sure to consume your content.

@@matthewdewstowe3111 that's amazing to hear. Will take it to heart!

Thanks a lot for the feedback, Jana. That's great to hear!

I find the element of problem definition & validation in the research phase the most challenging to coach other Product Leaders on. Many get stuck on how to define problems first, which is a key input into understanding them. Thoughts or tips on this?

Thanks, Anshu. That's great to hear!

Thanks for the feedback, Solomon!

Such a great question, Syed. I have seen lots of success with teams that create an explicit understanding around the problem space using alignment frameworks like the Mission Briefing: herbig.co/product-discovery/#mission-briefing But, as with any tool, it‘s about how you use it. Even the best framework can be misused by solely focusing on features, cramming all pet projects in there, or never revisiting it again. Make sure to keep this in mind.

Hey Ruslan, thanks for the question. I believe that the general act of diverging and converging is very useful for Discovery as a whole and the individual activities in it. Like co-creating a research interview guide or collaborative ideation sessions after understanding the problem space. But, in general, I wouldn’t be too rigid about the order of your activities and recommend to adapt to new insights. Your progress should be more important than the process.

Great question, Josh. You can probably get the best overview from Teresa Torres‘ recent book or Marty Cagan‘s Inspired (2nd edition). However, I am also a fan of enabling teams to go deeper through the content provided by specialists. That‘s why I repeatedly recomment these three books for specific parts and disciplines of Discovery: Erik Hall - Just enough Research David Bland - Testing Business IdeS Tomer Sharon - Validating Product Ideas

Thanks a lot, Venkat. That‘s great to hear!

Thank you for watching, Allan!

Thanks so much, Caio!