Writing a well-crafted business case may be key to securing funding but it has little impact on whether your initiative succeeds or fails. A clear product vision,strategyfor testing it and knowing which initiatives to start, stop, or continue will serve you betterevery time — especially if your goal is to create a high performance organization.
While the discipline of creating a business plan is usefulit doesn’t guarantee anything; except maybe that the plan will change once it comes into contact with customers.So it begs the questions,how do you manage investment risk without simply writing documents, cloning other companies success by becoming ‘The Uber of [insert domain here]‘ or implementing the next great HiPPO (High Paid Person Opinion) idea?
hosted by O’Reilly Media, I presented howto take an evidence-based approach to investmentdecision-making by creating a frameworkofevaluation tomanage andprioritiseyour organization’s projects and products. It discussed how techniques such as customer discovery, hypothesis-driven development, and innovation accounting can minimize risk, uncover and inform options, and get the optimal return on your efforts.
Throughout the course of the webinar I asked the attendeesthree questions to get a sense of whattechniques they are currently using and how they areincorporating customer/user feedback, measurement and decision-making frameworksintotheirdevelopment processto drive success in their ownorganisations. As ever, the results are both interesting and surprising.
Closing the learning loop with customers and users
How often do you get feedback from real users and customers in an iteration?
The two biggest risks to any investment in a new initiative is not how much it costs or when it will be done; but reducing the uncertainty of will it get cancelledand will anyone use it?Theway a user tells you that they like your product is they use it. Customers tell you that they like your product by sending you money for using it.
If you’re not talking to the people ultimatelyresponsible for the success of your products, how can you know if you’re creating something they deem to be valuableand worth sending your their hard earned cashfor the honour of using it?
“The most expensive way to find out ifsomethingworks is tobuild the entire thing, then find out if people use it.”
Involving customers and users in your development process helps close the learningloopwith the people that matter in making your product asuccess. If you are serious about co-creation, get them involved!
Whatgets measured gets done —Peter Drucker
How do you measure the impact of work in an iteration?
Understanding the results and impact of our efforts should be the key focus forany high performance organisation and team. Sadly, too many teams live in a world so disconnected from business/customer/user success that they only focus on their own inputs and outputs not outcomes.
Organizations that see technology and software development as a cost centre simply care about how much work getsdone, not how effective that work was in achieving our ultimatebusiness/customer/user goals.Teams also tend to fall in love with their process… how great and efficient their process is — often it'sall they want to talk about.
Stories complete is a vanity metric to make you feel good or get management off your back.Velocity, lead time and cycle timeare process metrics. Information gained and economicvalue captured are outcome metrics. Velocity,lead time and cycle time tells you how well your process is working, not how effective the team has been about achieving business outcomes — bottom line impact for our efforts.
High performance teams understand the difference between vanity,process and outcomes metrics. Theyfocus their one metric that matters onsolvingproblems aligned to their current goals — which may be process or business focused depending on the problem they are trying to solve.
Frameworks for decision-making, evaluation and investment
How do investment decisions get made in your business?
Death by steering committee or HiPPOs handing out orders to implement— you decide. Engaging teams byframing problems to solve, rather than order to take, has ahuge impact on how leaders canencourage teams to work in an innovative way.
Creating a framework for making decisions based on the ambiguity that is inherent when innovating and operating in conditions of extreme uncertainty is acriticalfactor for high performance teams. No one person can be expected to get it ‘right’every time.The goal of using economicframeworks such as Cost of Delay or WSJF is not to provide a magic number. The goal is to force people to expose and explaintheirassumptions behind why they came up with that number.The added advantage with exposing assumptions is that they areshared, testable, and we can create experiments to exercisethose assumptions inlearning loops.
It also means that we can start to create and link economicinformation back to business outcomes toprovide a common language that isuniversallyunderstood across theorganisation — money!
Conclusion
The new business case isn’t a 100page document with well crafted numbersand arguments as to why your idea is the best. It’s a runway for testing and learning all our best ideas to find out what works, and what doesn’t.
When youare putting together your next business case, try using the following principles to set up for success:
- Get across functional group together that understands and represents the organization
- Map ideas out at speed using a canvas (like business model or value proposition canvas)
- Treat the canvasas a living document, updated regularly based on the learnings from testing out your ideas
- Test ideas with real customers and users— close the learning loop together
- Optimise to reducetheuncertaintyof building something no one wants and stop wasting people's time
- Create a framework for theevaluation of ideas for future investment
- Set investment boundaries around time, effort and scope to build in feedback loops for course correction or close
Furtherreferences
Blow Up The Business Case was the final session ina series of three webinars with myco-authors and me.You can check out Joanne Molesky presenting‘‘and Jez Humble talking about on O’Reilly's website.
Disclaimer: The statements and opinions expressed in this article are those of the author(s) and do not necessarily reflect the positions of .