Disruption Proof

Opportunity discovery is the practice of figuring out where a business can find new growth. It’s the phase that comes before customer discovery and before product idea. (You can actually start with either of those, but should take a big stop backward to figure out more about the actual opportunity.)

There are 4 parts to opportunity discovery: 1) Establishing the “sandbox”; 2) Establishing the “needs”; 3) Describing who has the need; and 4) Documenting the Job-to-be-Done.

In this episode we'll be going over these 4 parts and the process of finding said opportunities.

In this episode we're discussing opportunity discovery and what it means to find new opportunities within your organization. 

In this episode, we'll be talking about how you can properly survey your customers so you can better understand them. We often lead customers on and are looking for confirmation bias when making decisions. 

I'll be going over how to properly pull data and make customer-centric decisions. 

On this episode of Disruption Proof, we're discussing uncertainty in the market and how to go about it. The default nature of a new business is not knowing. There is no blueprint yet for building, marketing, selling and delivering new value for customers. The first step is (or ought to be) understanding the market needs. This requires interviewing potential customers and running experiments all before building any of it. In this episode, you'll learn how to undergo this exploration.

What does it mean to be agile and how do you scale it within your organization? 

When it comes to scaling Agile, proper management is crucial.

A core principle of agile is a “self-organized” team, which means that the team decides the best way to work together and how they will accomplish their mission. But collaboration with stakeholders is also an agile principle. Traditional performance management makes these two principles difficult.

Traditional performance management focuses on the individual’s performance as measured by achieving KPIs or OKRs (doesn’t matter), that were decided upon many months in the past. Even more enlightened organizations that conduct performance reviews throughout the year, rely on individual performance without regard to variables beyond the individual’s control.

If you manage one or two teams, this is perhaps workable, though the manager is constantly in a reactive mode, responding to individual tasks or behavior related to desired outcomes. If one wishes to scale agility, this won’t work unless “performance management” is the only job of the manager.

In a truly agile environment, individual performance must be tied to team performance relative to its mission. Of course, the devil is in the details. What is a mission?

Brant Cooper dives into all of this and more. 

Welcome to The Disruption Proof Podcast! 

In this episode, I talk about what it truly means to be Disruption Proof. To me, disruption means much more than the ideology of startups eating away at the market share of large businesses. What we will focus on are the ongoing disruptions we're seeing at a rapid pace e.g. pandemic, global supply chain, ransomware attacks, inflation, shortages and the list goes on. I will show you how to properly organize your teams and business to make sure you can not only survive in this new digital world but thrive in it. 

If you found value in this please like, subscribe and share. Thank you so much!