Jake Knapp is a designer in character capital, investor and general partner. Over the past 25 years, companies have helped people really create their favorite products. Gmail helped the co-chairs to meet Google and hundreds of starting, including blue glass coffee, a medical and slowly worked.
What is the great idea?
The foundation of success is surprisingly simple, but most teams fall in months to try to strategy a new idea strategy. It is based on creating a hit of your next major project, creating a strong structure assumption. When done properly, this method ensures the hearing of everyone’s voice, and there is enough clarity to speed up experience and a clever product stands in the focus of dazzling. It launches a project, and allows teams to confidently and quickly solutions, if the time, money and missing opportunities are losing.
Below, Jake shares five main concepts from the new book,Click: How to do what people want. Listen to the audio version read by Jake himself in the application of the next great idea.
1. Project starts are a hidden goldmine
The beginning of a new project is a momentmassthe opportunity. We define the correct strategy with a strong start, we gain confidence and set up speed. Without a strong start, it is almost impossible to succeed.
The beginnings are very important, but the beginnings are completely out of date. The most popular approach to the world’s startup projects is chaos. Meet and meet and meet. Talk and talk and talk. Destroy the slide decks, documents and schedules that no one reads. He prefers your opponents in a political cage game. Finally, those who have a hunch to trust and do things.
It is the old way and it is bonkers. You can get a six months or more to do a strategy to work in an old way. The old road, parts, an Allen key and dozens of the squirrel, then hoping to the best of the bucket, and throwing it to the broom closet, it is like collecting IKEA furniture.
We do not have to take the old path. We can redesign how projects have started. We can build the first hour to make the best contribution from each team member, make smart decisions and find a strategy as fast as possible.
2. Most teams jump the basics
The winning products share some fundamental signs of the Quranese teams. Know their clients and the problem they can solve for them. Which approach and why they know that alternatives are superior. And they know how to vikelize how to rectify competition. These teams have adopted the basics.
When the first time begins to work with the beginnings, from the founders who are “Who are your opponents?” I was ashamed of asking basic questions. Or “How will you notice?” Because I didn’t want to lose their time or look naive.
“SMART, people who respect colleagues still can fight to be on the same page.”
But once you have been working boldly I learned that if I ask the beginning of the three co-founder to write the target client, I got three different answers. If I asked a team from a team that distinguishes their products from the competition, I would have witnessed a sixty-minute dispute. Clever, enthusiasts who respect their colleagues can still fight to be on the same page. Mastering the basics may be clear, but it’s not easy.
3. A clear strategy begins with a clear calendar
As usual, the work stands in the way to master the basics. Team colleagues, managers, business partners, etc. in modern work. We must attend meetings with and so on. We must stay on top of our emails and messages. We must jogging more than one project. Of course, we must meet the deadlines and give results.
However, when we think we can accept ambitious projects, and as usual with work as usual, we leap them from one context to another, we deceive ourselves. It is intensive attention to determine the strategy of a project. To choose the best opportunity between many options, it draws closely attention. Prototype design and sew to test our hypothesis? Yup, it also requires intense attention. Normal work methoddoes not allow intense attentionViolent focus shared by many members of a team.
The solution is true: Call a break, decide to make everything difficult to change everything, make all the permanent emails, constant sessions, fixed context transverse, large decisions and adopting the basics.
4. Silence and structure creates the best ideas
The group brainstorm is the natural response of our cooperation between our species. Collect a bunch of hunters from the ice cycle and ask for a hut and you will get a group of brainstorms. In the 17th century, a group of Royal society gather a bunch of scientists and ask them to come with a business plan and will soon yell the idea and place an idea for pizza and sticky notes.
“Normal way of workingdoes not allow intense attention.“
Group brainstorms are in our DNA. At least they are fun for extroverts. But they don’t work. They produce mediose ideas. They exclude those who are not superior in oral sales courts and those who think silently in the group.
When it’s time to set your strategy, there is no brainstorming in a loud noise. There is no obvious discussion. Work alone together instead. To create suggestions in silence, give each person to each person to vote for others with silence, opinion and voice.
5. The strategy is better understood as a hypothesis
“Strategy” is just an educated guess until it hit a solution with customers. In one way or another, this guess is almost incorrect. Perhaps we distinguish the speed when they care about the most about the simplicity of people. Maybe we chose the wrong problem or the wrong client. Initially, estimates may be very or a little, but they almost always leave.
Thus, instead of writing strategy documents, start with a builder. The founding hypothesis is a simple crazy style sentence that explains the important guesses behind each project: “If we solve [problem] for [customer] with [approach]Then they will choose [competition] Because our solution [differentiation]”
“The first estimates may depart a lot or a little, but they almost always leave.”
The founding hypothesis is simple, and that’s what makes it stronger. Click when the products have a binding promise. This promise should be simple or customers will not draw attention.
The best, after writing a builder, there is no hiding behind the slides, graphs and forecasts. Your educated guess stands in a dazzling focus and you will immediately want to test to find out if the assumption is correct.
This post appeared firstThe next great idea clubre-printed with magazines and permission.