What are the best practices for testing new ideas in response to trends?

Pesquisar insistentemente e constantemente, considerando todos os cenários, ambientes, mercado, tendências, pessoas envolvidas e impactadas etc. Muitas vezes atuamos em cima de um problema apresentado superficialmente, porém, ao realizar pesquisas, podemos encontrar problemas que n?o haviam sido descobertos e que impactam em um negócio. Utilizar o Design Thinking e suas ferramentas e atividades pode ser um bom caminho, pois engloba a descoberta de problemas que nem imaginávamos que poderiam existir, além de ter como um dos pilares a colabora??o multidisciplinar. Problemas, necessidades e oportunidades surgem a todo momento. Pesquisas e obten??o de informa??es constantes ajudam no processo de teste de solu??es.

Understanding the problem you are trying to solve is the most important skill you can learn to be a great problem solver or innovator. You need to ask, 'For whom am I solving this problem?' Don't assume you know their needs; don't try and 'empathise' with someone whose context is vastly different from yours. Engage with them and understand (I mean really understand!) I see far too many people and teams creating personas of customers that are so far removed from reality, and the result is creating solutions that are not fit for purpose and fit for use. The best understanding tool we have found is Jobs-to-be-Done. We use it a lot and even created a simplified version of it that we teach customers! The results are always stunning!

Identifying the genuine problem is paramount. As Einstein famously remarked, if he had 24 hours to solve a problem, he would spend 23 hours understanding the problem. Once you comprehend the real problem, finding a solution becomes much simpler. The apparent problem is not the core issue generally. It’s crucial to grasp the underlying or root cause issue to effectively pinpoint the solution.

Vejo que a parte mais importante se dá na etapa de identifica??o do problema. Os 5 porquês é uma ferramenta simples que pode funcionar muito bem para a identifica??o da causa raiz do problema. Com isso a??es podem ser desenvolvidas de forma mais assertiva, facilitando o planejamento e as a??es posteriores.

Effectively tackling training and development challenges begins with a comprehensive understanding of the problem, involving needs assessments and trend analyses. Tools like problem statements and customer personas aid in precise definition and validation, while a continuous feedback loop ensures the refinement of solutions. Comprehensive documentation, including lean canvases, is a valuable reference for strategic alignment and informed decision-making.

Nothing works better than testing. Whether is done with a survey or a prototype or even a concept. The reason is simple, at the end of the day - As a product person - you want and need to know what is the acceptable value of your product in the market. Do your product have the market projection to meet revenue expectations.

I believe this is the most important step. What I follow and tell my clients as well is that, for any idea you want to build, validate it. Validation here means, assuming that you already have the MVP, go into the market pitching the product and find atleast 10 people who are ready to pay for this solution. Only then is when it makes sense to go heads deep into something. Because building anything is a commitment, so be sure about getting into it and then don't think about giving up for atleast 3 years. You won't anyways if the validation is done right!

Once the problem is identified clearly, write down your hypothesis of what you might be expecting from this experiment. Make sure your hypothesis is succinct and measurable. With a clear problem and hypothesis, then proceed with the design of the experiment.

Decompose the problems up to the maximum details. Then compose hypothesis from each of these details. Design experiments that can verify these hypothesis. Then you have to design an experiment to test your hypothesis as a whole. Any proof from these tests, can be called a bedrock to thrive your innovation.

We seem to be in furious agreement: experiments are not only critical filters during the design and development process, but also eye-openers in terms of perceived value, areas of improvement and high-impact marketing messages. In my experience, the pitfalls awaiting experiment designers are threefold. First, ensure the experiment is designed to challenge, not validate assumptions. Bias is built into all human endeavours, but can be managed via combined validation layers - surveys, A/B tests, focus groups etc. Next, leave room for open questions and experience sharing by your audience. Stay open to surprises. Importantly, set kill and scale criteria early on when experimenting, in order to gather data required for the decision early on.

Create a nunber of concepts and make use of of the Pugh Matrix to prioritise these. Ensure your concepts are strong and are introducing new benefits at a reduced risk. Don’t rush to productization before you have a compelling concept, that has been piloted to validate the benefits

In God we trust. All others bring data [Edward Deming]. Although this quote is from "the" quality manager, it has value in innovation, too. Only if you are either the CEO of a financially potent company or a startup which can boostrap its way to success, you don't need data. In any other case, you will need to convince managers, investors, collaborators. Get your assumptions, hypotheses and market results straight. This helps to convince yourself so you are able to convince others.

In addition to these perspectives, it is important to be prepared to accept the results whatever it may be. Acceptance includes sharing results with relevant stakeholders, understand how you arrive at the outcome, and determine if this is repeatable/were there any constraints or dependency that lead to the result. Document gains!!!!! In my experience, there's almost always a valued lesson regardless of the outcome.

Analyzing the results of experiments testing ideas in response to trends involves a comprehensive evaluation of key performance indicators, user feedback, and market data to define best practices. By comparing the success metrics of different experimental conditions, identifying patterns in user behavior, and assessing the alignment of the idea with emerging trends, you can determine the most effective strategies and approaches for addressing the identified problem statement within the current trend. Utilizing data analysis techniques, you can gain deeper insights into the factors influencing the idea's performance and market acceptance in response to trends.

Wenn die L?sung für ein Problem nicht offensichtlich ist, gibt es u.a. folgende M?glichkeiten: 1. Detaillierte Ursachenforschung. Versuche andere Methoden. 2. Strategisches Vorgehen: Wenn die L?sung nicht offensichtlich ist und mehrere aufeinander aufbauende Schritte erforderlich sind, ist ein systematisches Vorgehen notwendig (inkl. Plan). 3.Teamarbeit und Kreativit?t kann neue Perspektiven und Ideen bringen. Durch kollaboratives Arbeiten und kreative Ans?tze k?nnen innovative L?sungen für komplexe Probleme gefunden werden. 4. Tempor?re Ma?nahmen: In manchen F?llen kann eine Sofortma?nahme als vorübergehende L?sung dienen, um akute Probleme zu bew?ltigen. Die langfristige L?sung aber dann nicht vergessen.

Kill your darlings. Don't stick to your idea, just because you love it. "It doesn't matter how beautiful your theory is, it doesn't matter how smart you are. If it doesn't agree with experiment, it's wrong." [Richard Feynman]

When testing ideas in response to trends, it is crucial to iterate or pivot based on the analysis of experimental results and feedback to enhance the idea's alignment with emerging trends. By leveraging insights from user interactions, market feedback, and performance metrics, you can identify areas for improvement, refine the idea's features or value proposition, and pivot towards alternative strategies or approaches that better resonate with the evolving trend. Iterating involves making adjustments to the idea based on data-driven insights, while pivoting may involve more significant changes in direction to capitalize on emerging opportunities or address changing market dynamics.

Itear e pivotar antes de implementar a ideia é crucial para garantir a viabilidade e o sucesso de um projeto. Esse processo permite explorar diferentes abordagens e solu??es, ampliando as perspectivas e aumentando a probabilidade de encontrar a melhor estratégia. Além disso, ajustando uma ideia com base em feedbacks e insights, ajuda a adaptar-se às mudan?as do mercado e às necessidades do público-alvo, tornando o produto ou servi?o mais relevante e competitivo.

The previous approach and human analysis will undoubtedly result in fewer adjustment needs for the proposed solution. However, this is the opportunity to refine the solution and enhance it with additional layers of value, often something traditional but addressing an important need that transforms into an opportunity.

Iterations are the bread-and-butter of creating, launching & maintaining a product/service. User testing could be very useful, because it can reveal opportunities to create value for users with relatively minor work. Pivots are much tougher undertakings and tent to happen when the core idea of a product/service has been undermined in some way. For example, user testing may reveal waning interest in the product's unique value proposition, then the UVP itself will need to be changed.

Ao chegar à fase final do processo de desenvolvimento da sua ideia, é crucial tomar uma decis?o definitiva sobre o seu futuro. Esta decis?o envolve avaliar se é hora de escalar a sua ideia e levá-la para um público maior ou se é melhor abandoná-la e seguir em frente com outra abordagem. Esta fase de decis?o é crítica e deve ser baseada em uma análise cuidadosa de vários fatores, como a viabilidade: Avalie se sua ideia é viável do ponto de vista técnico, operacional e financeiro. Considere se você tem os recursos e capacidades necessários para escalar sua ideia com sucesso.

If the experiment demonstrates strong potential and aligns with our long-term objectives, we consider scaling it by allocating additional resources and expanding its scope. On the other hand, if the results reveal significant flaws or lack of market demand, make the difficult decision to discontinue the idea and reallocate resources to more promising initiatives.

When we think of scaling business innovation, we need to separate innovation, capabilities, and invention. Is what we have truly innovative, particularly to other part of the business/organization. Or, is this simply a new capability we are providing. Once that is answered, it is easier to scale as there will be buy-in from all relevant stakeholders, customers, etc.

Word of (unsolicited) advice: scaling should be on your mind from the very beginning, with decision criteria built into early experimentation, prototyping and all the way to MVP. First, beachhead strategies. If during the design and development process you've gathered sufficient high-quality data on perceived value and purchasing intentions from several audiences, you should have an informed view on early adopters and effective marketing messages to support your scaling plan. Financial modelling will be next, with profitability expected down the line. If on the other hand no conclusive data emerges - low purchasing intentions, limited perceived value etc. - get ready to kill the project quickly and share lessons transparently.

After multiple tests and iterations, decide to scale your idea for broader market introduction or to discontinue it. Consider viability, feasibility, desirability, and alignment with business goals. Use business models, financial projections, and market analyses for this critical decision. Scaling involves more resources for wider launch, while killing the idea means shifting focus. This process is crucial for business innovation, ensuring resources are invested in ideas with the potential to provide real customer value and align with strategic objectives.

For a trend to be useful for you have to: 1. understand exactly what need does it really serve for those adopting it? Is it convenience, is it security, is it self-worth? 2. BEFORE you build any product idea based on a trend, check if in your targeted market / customer segment the trend is adopted at all. A trend among Chinese hipster youth may have no relevance for retired Swedes. 3. If you get to build a prototype based on the trend, test first that the idea really conveys the benefit expected within the trend. So using a trend to build business ideas adds another layer of difficulty because you have to match it with your market and your product. It's as if you need to run trend-problem-solution fit and trend-product-market fit

Determinar la viabilidad de la oportunidad de la idea, comprender las necesidades del mercado, evaluar el atractivo financiero, identificar posibles riesgos y obstáculos, así como escuchar atentamente la retroalimentación del cliente. Trabajar en la creación de un prototipo y someterlo a un análisis multifuncional puede considerarse un paso indispensable. Validar la capacidad de materializar la idea, definir un modelo o dise?o concreto y cuestionarse sobre el valor potencial del producto o servicio. También es crucial evaluar el tama?o del riesgo de la inversión necesaria para llevar a cabo el desarrollo de la idea, así como considerar la protección de la propiedad intelectual asociada al proyecto.

Talking to your current clients, or people that are interested in spending some time with you so you can bounce around ideas and hypotheses with them. This has helped me in at least two directions: identifying common patterns to use for experiments, and hearing the words customers use to explain their problems.

Never loose sight of trends. Solutions, that are not accepted by users today but are in line with technical development or future scenarios should not be discarded straight away, but further explored. Scientific research and foresight methodologies can provide aproaches for this. As one example you can take the iPhone - Users needed at least a single button, to accept that full screen phones can work with buttons at all.

O mundo está nervoso e dinamico. Analisar o quanto sua empresa e/ou equipe está disposta a se empenhar para teste de uma inova??o é essencial para que a resposta seja precisa. Implementar novos modelos consome tempo e energia, ent?o deve haver uma sensibiliza??o para o valor da proposta e uma vontade de testar verificando acertos reais(sem a paix?o do criador - que pode levar a um olhar tendenciosamente positivo) e possíveis inconsistências que fa?am abortar a tentativa. Moral da história: veja se o seu público alvo deseja e quer trabalhar para fazer dar certo, e pense fundamentalmente no líder da implementa??o: ele vai ou n?o trabalhar nisso? Sem isso, nem comece.