Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
Kalbach turned jobs to be done from a way of talking into a set of exercises a team can actually run. The book is organised as thirty plays, each giving the purpose, the inputs needed, the steps and the output, covering how to …
Olsen lays out a six step process for reaching product market fit. You identify the target customer, work out their underserved needs, define the value proposition, specify the minimum viable feature set, build the prototype, and test it with customers.
A short, practical book on customer conversations. Fitzpatrick's rule is to ask about the person's life and past behaviour rather than about your idea, since the second only produces compliments.
Savoia ran engineering at Google and spent years watching competent teams build products nobody wanted, which he calls the law of market failure. The book is about pretotyping, meaning testing whether a market exists before …
Blank and Dorf's expansion of customer development into a step by step manual, running to several hundred pages of checklists. Covers customer discovery, validation, creation and company building, split into separate physical and web or mobile channel tracks.
The practical companion to This Is Service Design Thinking, built as a handbook of activities rather than as an argument for the discipline. It covers research, ideation, prototyping, implementation and facilitation, with step by …
A reference of 125 research and design methods, each given a two page spread with a short description, the point in a project where it is useful, and a worked illustration.
Patton's method arranges stories in a two dimensional map. The narrative flow of user activity runs across the top, the detail of each activity sits beneath it, and horizontal slices become releases.
Sharon organises the book around the questions product teams ask rather than around research methods. Each chapter takes a question such as who the customers are, what problem is worth solving, whether people want the thing, or …
The follow up to Business Model Generation, built on the Value Proposition Canvas. The customer profile covers jobs, pains and gains, and the value map covers products, pain relievers and gain creators, with fit achieved when they match.
Gothelf and Seiden reframe an OKR as a sentence about human behaviour, asking who you want to change the behaviour of, what you want them to do differently, and by how much.