Begin With the End in Mind

As our product-discovery methods evolve, we are shifting from an output mindset to an outcome mindset. Rather than obsessing about features (outputs), we are shifting our focus to the impact those features have on both our customers and our business (outcomes). Starting with outcomes, rather than outputs, is what lays the foundation for product success.

When a product trio is tasked with delivering an outcome, the business is clearly communicating what value the team can create for the business. And when the business leaves it up to the team to explore the best outputs that might drive that outcome, they are giving the team the latitude they need to create value for the customer. However, as we saw in the Wells Fargo story, we can’t take customer value for granted.

When a product trio is tasked with an outcome, they have a choice. They can choose to engage with customers, do the work required to truly understand their customers’ context, and focus on creating value for their customers. Or they can take shortcuts—they can focus on creating business value at the cost of customers. The organizational context in which the product trio works will have a big impact on which choice the product trio will make. Some teams, however, choose to take shortcuts because they simply don’t know another way of working. The framework in this chapter and the habits described in this book will help you resolve the tension between business needs and customer needs so that you can create value for your customers and your business.