Photo by Rodion Kutsaie on Unsplash

[ED: This post is more about product, than tech, but the two are so closely intertwined for lean/agile product engineering that it is worth reiterating to engineers and product managers alike.]

Over the last 8 years I have spent quite a bit of time talking to product, engineering, and design (PED) teams about whether or not a product idea (for all definitions of “idea“) makes any sense. Humans bring a lot of bias into these conversations and so I have progressively iterated a handful of short, simple questions that help me quickly help the team work out whether or not they are onto something.

This framework is intentionally simple because I want to be able to get to a failure or no-go outcome as quickly as possible. It’s also an entirely imperfect framework but it does favour false negatives over false positives. There is a risk that it might kill a potentially good idea too early, but there is very little risk that an obviously bad idea will get too far through the framework before everyone realises.

If an idea really is good and the framework ends up questioning its validity then it is perfectly possible for a motivated team to do a bit more work to qualify some missing information and move further through the questions.

So, what are the questions?

1. Friction: Have you identified a genuine friction?

2. Reality: Are there any real [people|organisations|systems] that are experiencing that friction and can you access them?

3. Pay: Are they prepared to “pay” (money, time, attention, …) for you to solve that friction for them?

4. Build: Can you build a solution/platform (people + processes + technology) that addresses the friction?

5. Scale: Can you scale that solution/platform in such a way that revenues exceed costs _at scale and in the long run?_

6. Innovate: What are you doing to ensure that the friction you have identified remains meaningful, the solution/platform you have built to solve stays relevant, and the people you have built it for continue to care?

What lies underneath the questions?

1. Friction: Have you identified a genuine friction?

The cornerstone of any successful product is its ability to solve a genuine problem (or “friction”) that real users face. This friction should be significant enough that addressing it would lead to noticeable improvements in the lives of your target audience. Before proceeding, ask yourself if the problem you’re tackling is a mere inconvenience or a substantial obstacle. The greater the friction, the more valuable the solution.

2. Reality: Are there any real people, organisations, or systems that are experiencing that friction, and can you access them?

Identifying a problem is one thing; ensuring that there are actual, accessible entities experiencing this problem is another. Your solution needs a target audience. These could be individuals, businesses, or systems that face the friction you’ve identified. Access to this audience is crucial for validation, feedback, and ultimately, for your product’s success. Without a real and accessible audience, even the most innovative solutions can fall flat.

3. Pay: Are they prepared to “pay” (money, time, attention, …) for you to solve that friction for them?

The willingness of your audience to invest in your solution is a critical validation of its value. “Payment” doesn’t always mean money; it can also be in the form of time, attention, or other resources. This commitment is a strong indicator that the friction you’re addressing is significant enough to warrant action. If your target audience sees enough value in your solution to make such an investment, you’re on the right track.

4. Build: Can you build a solution/platform (people + processes + technology) that addresses the friction?

Having a great idea is just the beginning. The feasibility of building a solution that effectively addresses the identified friction involves a combination of the right people, processes, and technology. This question prompts you to consider the practical aspects of bringing your solution to life. It’s about matching your vision with the reality of execution.

5. Scale: Can you scale that solution/platform in such a way that revenues exceed costs at scale and in the long run?

A solution that cannot be scaled sustainably is a solution that will eventually falter. Scaling involves growing your solution in a way that your revenues will, in the long run, exceed your costs. This includes considering economies of scale, potential market expansion, and the adaptability of your solution to various contexts or geographies.

6. Innovate: What are you doing to ensure that the friction you have identified remains meaningful, the solution/platform you have built to solve stays relevant, and the people you have built it for continue to care?

Innovation doesn’t stop with the launch of a product. Markets evolve, technologies advance, and user needs change. This final question is about the longevity of your solution. It prompts you to think about ongoing innovation, adaptation, and engagement strategies to ensure that your product remains relevant and valued over time.

These questions are simple, but in answering them you will get at the fundamental essence of a great product. By answering them earnestly you are not just ensuring that you are solving the right problems, but also that you’re doing so in a sustainable, scalable, and impactful way.

Remember, the goal is not just to build a product but to create something that is enduring and meaningful and continues to make a difference to those it was designed to serve.

Originally published by M@ on Medium.