Most projects I have worked on were successful because of Product-Market Fit was achieved. PMF worked because a great business operating system is in place.
Performing product-market fit as a framework or methodology alone is not enough. Having an underlying technology is critical to achieving and sustaining disruptive innovation and Product-Market Fit. I invented PMF technology because I could not find something to help me when i work at growth organizations. When the loudest mouths in the room drowns out the truth, bring data, lots of it. I wanted a ‘source of truth’ that would remove as much organizational bias from decision making. By letting the voice of the customer come forward, you have a real chance to winning Product-Market Fit.
If you’re an organization building a product and you’re living in a world of hunches, you’re suffering from extreme uncertainties. Below is a list of the do’s and don’ts when operating under extreme uncertainty.
| Do no | Do |
|---|---|
| Rely on intuition alone | Remove bias, use people-centric predictive technology. Solve the underserved needs of customers. |
| Rely on expertise alone | Require deep understanding of people to test assumptions. Drive predictive, data driven thinking. |
| Rely on money and media to find your customer | It was once possible to Media your way into finding your customer. The future is about a deep understanding so you can create Customer Delight. |
| Rely on Time to iterate | The one thing no one can buy. Limit guessing by time. |
| Experiment | Experiment with expectations of the results that are time-boxed. Become predictive. Better yet, be prescriptive. Expectations should be based on qualifying the customer at a deep level. Predict why people buy. |