The value of the value proposition in software: why starting at the very beginning is a very good place to start.
Telling people what to do is built into the psyche of a lot of us managers. You hire someone, then you tell them what to do. You have a lot of solutions in your head, and you are SO happy that there are people around willing to execute them. That could be fine, but a lot of the time, it is not fine. Why? Because by spelling out the solution, you skip the "why". If you skip the "why", by which I mean the reason that this or that task must be done in this or that particular way, you as the manager may also skip the "why" in your own head. And what if the solution you spelt out does not deliver? Misunderstandings, frustrations, a waste of time and money are the consequences.
A better way is to "Start at the Very Beginning". To start with “why” and work from there. This goes for the small as well as the big (but then again, most will ask for the "why" if you are proposing a billion dollar job). Like a sales pitch: what is the bang I am getting for my buck.
What is a Value Proposition
A value proposition is a short piece of text, maybe 300 words, which conveys the core of the "why", the "how", and the result or deliverable: the value. A value proposition may or may not contain numbers: not always can you say that you can achieve 80% more revenue by doing a single thing. Furthermore, a value proposition cannot live alone: it must be embedded in the existing context of a company, a project, and should be accompanied by further detailing. A value proposition is like a little story: title, introduction, detail, more detail, conclusion. A well-written value proposition should give the reader a good idea of what is proposed in a 1 minute read.
The Context: who’s talking, to whom
Value propositions make sense only in the context of a sender, a recipient, and a wider context. It cannot be universally understood as is. You need to know the field in which this is all playing out, the context. A value proposition may not be meant for complete strangers, but it is good practice to start any piece of writing with building a picture of the surroundings. It's like the establishing shot in a movie scene, the answer to: where in the world am I.
For example, looking at the following statement,?
Add an email campaign platform to the existing email deliverability services, offering a seamless transition for existing customers who are currently dependent on third-party services for the creation of lists, and campaigns. Make the platform more interesting for new customers by providing a one-stop shop for their business.?
Giving just this is insufficient. What you would like to know is:
Providing that information gives the reader the space in which your value proposition is to play out, and maybe equally important, gives the reader to understand that you understand.
The Summary
This is where you give a compacted version of the value proposition. It eloquently and succinctly builds upon the context we provided and foretells the aspects we will unpack later. Like the flap text of a book, or the header title and subtext of a web page. It's meant to trigger, seduce in some way, establish the true meaning of the proposition.
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I call it “summary” because that is what it is: but it is arguably the most important part. It's where the magic happens: it explains why you the reader should care and what you could get out of it. It's the whole book in a nutshell, but, unlike the example of the flap text, it doesn’t hold back, it gives the plot away immediately.
Some might call this part the actual value proposition, but while that may be true in the broader sense, where the term is used in marketing, it is not enough for our purposes. We need more to start working.
The Problem
Formulating the problem is an important part of coming to a value proposition. It is the answer to a very simple and obvious question: "what problem are you trying to solve?". Of course, some problems can be identified readily. "I am getting a 503 error (and I know because it says so)". We don't have to make a big deal out of that. But as soon as it is not quite that obvious, it pays to take a moment to think about, and to talk about, the problem you are trying to solve.
Sometimes it does not present itself as what we would generally call a “problem” Maybe then “opportunity” would be a better word. Still, an opportunity can be formulated as a problem, just like a problem can be formulated as an opportunity. It doesn't really matter. What does matter is that the issue, whatever you wish to call it, is made explicit, and therefore open to discussion. Put it on the table. So all parties involved are made aware of the path that leads to the solution.
The Solution
This is where we can go into as much detail as we need to make clear to all what the solution entails. This is typically an introduction, followed by a list of deliverables. It is not meant to be exhaustive though. Remember, this whole exercise is for managers, so it makes no sense to go into excruciating detail.
The Conclusion: Bringing It All Together
Wrapping up your story in a couple of meaningful sentences is a good way of concluding any piece, so too our value proposition. End with reformulating the summary while making use of what has been learned while thinking about the problem and creating the solution.
You should think of the value proposition as a story, as storytelling. And all stories follow the same basic structure, which is roughly the structure I have just outlined. And as with all stories, it is not only the reader who learns, it is also the writer. In compiling the value proposition, things hidden from view become apparent, from which good things can happen.
So, to the managers, when you are about to assign a task to your team, step back. Start at the very beginning. Ask why.
And to the employees out there reading this, next time your manager approaches you with a solution you need to execute without telling you the reason why, be brave. Ask 1) What is the problem you are trying to solve? 2) What is the value of your solution? Are there not better ways? The answers (if you get them) will lead to a value proposition, less confusion, more efficiency, more value.