Continuous Discovery Habits

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Teresa Torres

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 Continuous Discovery Habits
Master the Art of Continuous Discovery for Product
Success.
Written by Bookey
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About the book
In "Continuous Discovery Habits," Teresa Torres offers a
transformative approach to product development, guiding you
toward creating offerings that resonate with your customers.
Addressing fundamental questions about ensuring customer
satisfaction and driving ongoing improvement, this book
equips you with a structured framework for continuous
discovery. You'll learn how to navigate the uncertainties of
product development with confidence, allowing you to take
decisive action while remaining open to learning from
mistakes. If you're committed to delivering products that not
only delight customers but also achieve meaningful business
outcomes, this book is an essential resource on your journey to
success.

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About the author
Teresa Torres is a prominent figure in the field of product
management and customer discovery, renowned for her
expertise in helping teams develop effective product strategies
through user-centered design. With over a decade of
experience, she has worked with various organizations,
guiding them in understanding their customers' needs and
aligning their product offerings accordingly. As the author of
"Continuous Discovery Habits," Torres emphasizes the
importance of ongoing customer engagement and iterative
learning, equipping product teams with practical techniques to
foster a culture of continuous improvement. Her insights and
frameworks have made a significant impact on the way
companies approach product development, making her a
sought-after speaker, consultant, and thought leader in the
industry.

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Summary Content List
Chapter 1 : The What and Why of Continuous Discovery

Chapter 2 : A Common Framework for Continuous

Discovery

Chapter 3 : Focusing on Outcomes Over Outputs

Chapter 4 : Discovering Opportunities

Chapter 5 : Discovering Solutions

Chapter 6 : Start Small, and Iterate

Chapter 7 : What’s Next?

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Chapter 1 Summary : The What and
Why of Continuous Discovery

CHAPTER ONE: THE WHAT AND WHY OF

CONTINUOUS DISCOVERY

Introduction to Continuous Discovery

Understanding customer needs and ensuring that products

create value for both customers and businesses are essential.
This book presents a structured approach to continuous
discovery, enabling teams to act confidently while
accommodating the potential for error.

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Discovery vs. Delivery

Teams engage in distinct activities for discovery (deciding

what to build) and delivery (building and shipping products).
Many companies prioritize delivery over discovery, often
resulting in building products that customers do not want.
Continuous discovery is vital as products must adapt to
evolving customer needs, market changes, and advancements
in technology.

The Evolution of Modern Product Discovery

Traditional product management involved business leaders

making decisions without customer input, resulting in wasted
efforts. The introduction of the Agile manifesto in 2001
promoted shorter cycles and periodic customer feedback,
which fostered a shift towards more flexible and
collaborative approaches in product development. However,
companies still face hurdles in fully embracing
customer-driven discovery processes.

Rise of Continuous Discovery Practices

Today, many teams are developing habits for continuous

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discovery, engaging customers regularly, and co-creating
solutions based on real-time feedback. Continuous discovery
allows teams to adapt products more swiftly to changes in the
market and customer needs, fostering better outcomes.

Target Audience

The book is intended for product managers, designers, and

software engineers working collaboratively on digital
products. It outlines habits for improving business and
customer outcomes through effective co-creation and
discovery.

Prerequisite Mindsets for Success

To effectively adopt the habits discussed, six mindsets are

needed:
1.
Outcome-oriented
: Measure success by the value created for customers rather
than mere output.
2.
Customer-centric
: Prioritize customer needs alongside business needs to create

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value.
3.
Collaborative
: Embrace a cross-functional approach, integrating
knowledge from all team members.
4.
Visual
: Utilize visual thinking to articulate ideas and concepts
effectively.
5.
Experimental
: Foster a scientific mindset to identify assumptions and
gather evidence through experiments.
6.
Continuous
: Adopt a mindset that emphasizes ongoing discovery rather
than a one-time activity.

Defining Continuous Discovery

Continuous discovery entails engaging with customers

weekly, conducting small research activities, and making
informed decisions daily based on this input. The goal is to
ensure that customer insights are integrated into every aspect

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of product decision-making, providing teams with a
structured and sustainable way to enhance their processes and
products.

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Critical Thinking
Key Point:Customer-centricity requires balancing
business goals with customer insights.
Critical Interpretation:While Teresa Torres advocates for
a strong focus on customer needs as a cornerstone of
successful product development, it is worth questioning
whether prioritizing customer input above all else might
lead to a neglect of broader market trends or strategic
business objectives. In many instances, companies may
benefit from maintaining a balance between customer
feedback and innovative product vision. This
perspective is supported by research from sources like
Harvard Business Review, which discusses the
importance of aligning customer insights with an
organization's long-term goals rather than solely
reacting to customer demands.

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Chapter 2 Summary : A Common
Framework for Continuous Discovery

A COMMON FRAMEWORK FOR CONTINUOUS

DISCOVERY

Introduction

The chapter opens with two significant quotes emphasizing

the importance of understanding customer needs in business.
The narrative of Wells Fargo serves as a cautionary tale
illustrating the consequences of prioritizing business
outcomes over customer-centric practices.

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The Wells Fargo Case

In 2016, Wells Fargo faced major fallout due to fraudulent

account openings driven by aggressive quotas set by senior
leadership. Initially blaming individual employees, it became
evident that a lack of customer-centric approach led to a
focus on mere business outcomes, which ultimately resulted
in fines and lawsuits. This situation exemplifies the common
tension between business needs and customer needs.

Aligning Business and Customer Needs

Peter Drucker's view is referenced, promoting the idea that

the purpose of business is to convert societal needs into
profitable opportunities. This chapter aims to introduce a
continuous discovery framework that aligns these two facets.

Outcome vs. Output Mindset

There’s a paradigm shift from focusing on features (outputs)

to the impact they have on customers and the business
(outcomes). The need for teams to engage with customers
and accurately understand their context to achieve
meaningful outcomes is emphasized.

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The Challenge of Driving Outcomes

Many product teams lack experience in delivering outcomes,

often only focusing on outputs. Continuous discovery
involves weekly customer interactions and small research
activities, framing the product work within a clear outcome.

Ill-Structured Problems and Framing

The essence of continuous discovery involves recognizing

and framing ill-structured problems, defined by multiple
potential solutions. Properly framing problems influences
decision-making positively, steering efforts toward customer
value creation rather than shortcuts.

Discovering Opportunities

Opportunities are defined as customer needs, pain points, and

desires that if addressed, can drive business outcomes. The
text emphasizes using "opportunities" instead of "problems"
to encompass a wider array of product efforts.

Mapping the Opportunity Solution Tree (OST)

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Visualizing the discovery process through the Opportunity
Solution Tree (OST) helps to outline pathways to desired
outcomes, define opportunity spaces, and organize potential
solutions. This structure aids teams in making decisions and
clarifying priorities.

Benefits of Opportunity Solution Trees

1. Resolve the tension between business and customer needs.

2. Foster shared understanding within the product team.
3. Encourage a continuous mindset rather than a
project-based one.
4. Improve decision-making by avoiding narrow focus and
overconfidence.
5. Enhance learning cycles through iterative testing and
feedback.
6. Simplify stakeholder management by providing clear
insights into decision-making processes.

Confidence in Actions and Adapting to Change

As teams gain familiarity with the OST, it helps to guide

their discovery processes and adapt based on customer

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feedback and learning. Teams should maintain an evolving
understanding of both the opportunity and solution spaces.

Communicating with Stakeholders

A well-structured OST provides clarity in stakeholder

communications, allowing for detailed discussions about
customer needs, potential solutions, and testing strategies.
Visual sharing of the process invites feedback and
collaborative evaluation.

Conclusion

The chapter advocates that continuous discovery habits and

the use of OST will guide product teams in navigating their
paths meticulously, ensuring business needs align with
creating value for customers. This systematic approach
fosters a proactive culture of experimentation and learning in
product development.

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Example
Key Point:Aligning business and customer needs
through continuous discovery practices fosters
meaningful product development and outcomes.
Example:Imagine you're leading a product team tasked
with developing a new app feature. Instead of jumping
straight into brainstorming sessions about new
functionalities, you decide to have regular weekly
check-ins with your users. Through continuous
discovery, you learn that their biggest pain point is not
the lack of features, but rather how difficult it is to
integrate existing features for a seamless experience. By
focusing on this real customer need, you guide your
team to prioritize improving usability over simply
adding more features. This approach not only enhances
customer satisfaction but also aligns your business goals
with genuine user value, ensuring long-term success.

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Critical Thinking
Key Point:The Balance Between Business and
Customer Needs
Critical Interpretation:In this chapter, Torres emphasizes
the need for a continuous discovery framework that
aligns business outcomes with customer needs. She
argues that many organizations focus on outputs instead
of outcomes, which can lead to severe repercussions, as
evidenced by the Wells Fargo scandal. However, while
this framework promotes customer-centricity, one might
question whether such a shift adequately addresses
systemic issues within corporate culture or withstands
the pressures of market competition. Critics might argue
that without a fundamental change in organizational
values, frameworks alone may fall short in actual
implementation. For alternative views, consult research
on agile methodologies in product development, such as
"Lean Startup" by Eric Ries.

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Chapter 3 Summary : Focusing on
Outcomes Over Outputs

CHAPTER THREE: FOCUSING ON OUTCOMES

OVER OUTPUTS

Introduction to Outcomes and Outputs

- An outcome is defined as a change in human behavior that

drives business results.
- Competing goals can distract teams from effectively
focusing on important outcomes.

Sonja Martin's Case Study

- Sonja Martin's team at tails.com aimed to improve customer

retention, particularly in the critical first 90 days.
- The team faced challenges in measuring the impact of
product changes due to the long evaluation period of 90 days,
leading them to revise their metrics multiple times to 30-day
and then 5-day retention rates.

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Challenges of Shifting to an Outcome Mindset

- Teams struggle to define and measure outcomes accurately.

- There’s often a lack of clarity in identifying the right
actionable outcomes that are impactful.

Why Focus on Outcomes?

- Management by outcomes is encouraged by industry

leaders to empower teams with autonomy and adaptability.
- Measuring success by outcomes rather than fixed outputs
allows teams to solve customer issues more effectively and
innovate new solutions.

Various Types of Outcomes

- Differentiating between business outcomes, product

outcomes, and traction metrics is crucial.
- Business outcomes pertain to organizational health, while
product outcomes measure the impact of product initiatives
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Leading vs. Lagging Indicators

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Chapter 4 Summary : Discovering
Opportunities

DISCOVERING OPPORTUNITIES

The next four habits will assist in discovering, structuring,

and prioritizing the opportunity space. You'll learn to build an
experience map reflecting your current understanding of
customers, guiding customer interviews to uncover specific
opportunities. This information will later be captured using
an interview snapshot and mapped out on an opportunity
solution tree to assess and prioritize opportunities.

CHAPTER FOUR: VISUALIZING WHAT YOU

KNOW

Utilizing external representations fosters a shared

understanding among team members. A product trio learned
the importance of mapping out their customer’s experience.
Each member initially created individual maps reflecting
their perspectives. They later merged these into a shared
experience map, which serves as a starting point for customer

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interviews and aids in understanding their current experience.

Setting the Scope of Your Experience Map

Start with a specific desired outcome to define the scope of

your experience map and avoid feeling overwhelmed.
Narrow the focus to what customers experience related to
that outcome. When faced with broader goals, consider how
customers engage with similar services.

Start Individually to Avoid Groupthink

Each team member should first develop their perspective to

collect diverse insights without falling into groupthink. This
approach enhances understanding and avoids
underperformance due to group dynamics.

Experience Maps Are Visual, Not Verbal

Drawing experience maps enables critical thinking and helps

identify gaps in knowledge. Members should aim to create
rough visuals rather than polished art to externalize thoughts.

Explore Diverse Perspectives on Your Team

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Share individual drawings among team members, taking
turns to explain their perspectives. This exercise fosters
deeper understanding and encourages curiosity about
differences.

Co-Create a Shared Experience Map

Collaboratively synthesize individual maps into a

comprehensive experience map, identifying nodes (moments
or actions) and links (relationships between nodes) to
visualize customer journeys effectively.

Avoid Common Anti-Patterns

Engage in constructive debate rather than endless

discussions, stay visual instead of relying on verbal
descriptions, and avoid treating the experience map as a final
truth.

CHAPTER FIVE: CONTINUOUS

INTERVIEWING

Unlike conventional market research, continuous

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interviewing reveals unmet customer needs and opportunities
for product development. It involves probing deeper into
customer experiences instead of relying solely on what they
say they need.

The Challenges With Asking People What They

Need

Interview participants often miscommunicate their actual

behavior rather than their ideal behavior. Asking for specific
instances helps uncover their genuine needs and feelings
toward products.

Excavate the Story

Encourage interviewees to share detailed stories by guiding

the conversation to stay anchored in real experiences rather
than vague generalizations.

Synthesize as You Go

Utilize interview snapshots to synthesize and document

insights from each interview. This method helps keep
knowledge organized and actionable.

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Interview Every Week

Establish a regular habit of interviewing to maintain close

ties with customer needs and avoid starting from scratch
when priorities shift.

Automate the Recruiting Process

Identify methods to automate participant recruitment, making

it easier to schedule interviews and ensuring a steady flow of
feedback.

Interview Together, Act Together

Product teams should collaborate during interviews to

leverage diverse expertise, ensuring each team member hears
customer insights directly.

Avoid Common Anti-Patterns

Avoid relying on one person to lead interviews, cling to

verbose discussion guides, or interview sporadically, as
consistency yields better customer understanding.

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CHAPTER SIX: MAPPING THE OPPORTUNITY
SPACE

Opportunity mapping allows teams to visualize and tackle

evolving customer needs. This structure provides clarity on
what opportunities to pursue based on customer insights.

Taming Opportunity Backlogs

Utilizing an opportunity backlog helps prioritize customer

needs in a structured manner, leading to better product
development decisions.

The Power of Trees

An opportunity solution tree visualizes parent-child

relationships in opportunities to help teams manage and
understand the complex opportunity space.

Identifying Distinct Branches

Ensure each opportunity is distinct and tied to defined

expectations. Use experience maps and interview data to

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structure the opportunity space effectively.

Take an Inventory of the Opportunity Space

Group opportunities and assess their potential impact on

customer needs, ensuring they represent reasonable solutions.

Add Structure to Each Branch

Create a systematic approach to organize similar

opportunities into a coherent framework, helping determine
priority effectively.

Just Enough Structure

Aim for clarity without becoming overwhelmed by detail.

Recognize that this is an iterative process that will
continually evolve as more information is gathered.

Avoid Common Anti-Patterns

Frame opportunities from a customer perspective, avoid

vertical stacks of similar opportunities, and ensure no single
opportunity represents a solution in disguise.

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CHAPTER SEVEN: PRIORITIZING
OPPORTUNITIES, NOT SOLUTIONS

Focusing on customer outcomes rather than the number of

features shipped is crucial to success in product development.
Continuous assessment of opportunities ensures alignment
with actual customer needs.

Focus on One Target Opportunity at a Time

Prioritize addressing one opportunity before moving to the

next, as this allows for iterative value delivery.

Using the Tree to Aid Decision Making

Assess opportunities in sets rather than individually,

leveraging the opportunity solution tree to facilitate clearer
decision-making.

Assessing a Set of Opportunities

Evaluate opportunities against various criteria (customer,

market, and company factors) to ensure a balanced

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perspective when deciding what to prioritize.

Embrace the Messiness

Avoid over-relying on quantitative methods for prioritization,

recognizing that relative comparisons are often more useful
in navigating this complex landscape.

Two-Way Door Decisions

Treat opportunity decisions as reversible to remain adaptable

as you learn, allowing for faster iterations based on customer
feedback.

Avoid These Common Anti-Patterns

Avoid delaying decisions due to wanting more data, relying

too heavily on one set of factors, or falling into preconceived
notions as you assess opportunities.
This structure will guide you in navigating the discovery
process, ensuring continuous alignment with customer needs
and clarity in prioritizing product solutions.

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Chapter 5 Summary : Discovering
Solutions

DISCOVERING SOLUTIONS

In this section, we’ll explore how to generate, evaluate, and

iterate on solutions that create customer and business value.
You’ll learn how to:
-
Ideate Effectively
: Embrace a “compare and contrast” mindset and work with
sets of solutions instead of fixating on a single favorite
solution.
-
Identify Hidden Assumptions
: Catch blind spots behind each of your ideas to prevent
negative impacts on solutions.
-
Test Assumptions
: Quickly discard what’s not working and iterate on what is.

CHAPTER EIGHT: SUPERCHARGED

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IDEATION

Leigh Thompson highlights that quantity predicts quality:

many ideas lead to better outcomes. Despite a natural
tendency to rush to solutions upon identifying a problem,
research indicates our first ideas are rarely the best.
Therefore, we must learn to explore numerous ideas before
narrowing them down.
The classic brainstorming approach is often seen as
polarizing, with some praising its effectiveness while others
criticize it as wasted time. Studies have shown that
individuals generate more diverse and original ideas when
ideating alone rather than in groups, where social loafing,
conformity, and production blocking can inhibit
performance.
To combat these issues, an effective method is alternating
between individual ideation and group sharing. This process
allows for both the diversity of ideas generated by
individuals and the benefits of collaborative input.
When generating ideas alone, it’s crucial to be aware of
common pitfalls like lack of perspective, generating too
many variations on the same idea, and limiting ideation to
one session.

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Putting It All Into Practice
:
1. Review your target opportunity.
2. Generate ideas alone, taking breaks and finding inspiration
from competitors and analogous products.
3. Share ideas across your team and repeat the ideation
process.

Evaluating Ideas
: Start by assessing if each idea addresses the target
opportunity. Dot voting can help narrow down from many
ideas to a select few, inspiring discussion and consensus on
the best solutions to move forward with.

Avoid Common Anti-Patterns

: Include diverse perspectives, avoid generating too many
variations of similar ideas, and ensure that evaluation does
not limit you to past brainstorming biases.

CHAPTER NINE: IDENTIFYING HIDDEN

ASSUMPTIONS

Understanding the assumptions underlying product ideas is

crucial aspect of development. Assumptions can be

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categorized as desirability, viability, feasibility, usability, and
ethical assumptions.
Using story mapping techniques can help clarify assumptions
and refine understanding before forward steps, as well as aid
in generating more assumptions through prospective
hindsight exercises like pre-mortems.
Using your opportunity solution tree, identify critical
assumptions impacting potential outcome success and
prioritize them through assumption mapping to determine
which need further testing.

CHAPTER TEN: TESTING ASSUMPTIONS, NOT

IDEAS

As product teams begin testing assumptions, they should

ensure they focus on assumptions rather than jumping
directly into testing the entire idea. This accelerates learning
and reduces overcommitment to flawed theories. Simulating
real scenarios allows team members to evaluate their
assumptions based on observed behaviors.
Start small, define success criteria upfront, gather early
signals, and be cautious of both false positives and false
negatives that can arise from testing with small numbers.
These testing methods help shape product development

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cycles effectively.

CHAPTER ELEVEN: MEASURING IMPACT

Improvements and changes in service or product design must

be measurable in terms of impact observed. Focus initially on
measuring what is necessary for evaluating assumptions and
later incorporate broader outcome measures, refining them
over time.
Establish clear criteria upfront that align with desired
outcomes to keep teams focused on impactful solutions.

CHAPTER TWELVE: MANAGING THE CYCLES

Continuous discovery is a dynamic process involving

managing cycles of discovery and delivery. Product teams
must remain adaptable, shifting back to earlier steps when
encountering surprises that prompt more inquiries. Stories
from teams illustrate the importance of being prepared to
pivot or continue testing ideas based on customer feedback
and evolving opportunities.

CHAPTER THIRTEEN: SHOW YOUR WORK

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In stakeholder meetings, engage them not simply by
presenting conclusions but by walking them through the
discovery process. It builds understanding and buy-in for
product decisions. Using visual artifacts can guide these
discussions and help stakeholders grasp the journey rather
than just the destination, fostering collaboration and
alignment.
Avoid common anti-patterns by providing clear, contextually
relevant information without overwhelming stakeholders,
and keep lines of communication open to engage in
productive conversation about product direction.

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 Chapter 6 Summary : Start Small, and
Iterate
Section Summary

Introduction: Personal The author shares their early career at HighWire Press, emphasizing the importance of
Journey understanding client needs over merely following feature requests.

Key Learnings from My Failures occurred when design lacked client insights; staying close to clients and end-users is
Early Experience crucial for success.

Overcoming Despite limited support, the author maintains agency through small, impactful interactions with
Organizational clients for iterative improvement.
Limitations

Building Your Discovery Collaborating informally with a designer and engineer is essential. Small decisions should
Trio involve the team, with a focus on usability insights.

Establishing Keystone Continuous customer interviews serve as a key habit for better product decisions. Engage with
Habits similar individuals to connect with the user base.

Working Backward from In feature-driven environments, identify customer needs addressed by solutions; use
Solutions retrospectives for adjustments and advocate for discovery needs.

Avoiding Common Move away from “that will never work here” mentality; adapt discovery methods to your team’s
Anti-Patterns context and make small, actionable steps.

Conclusion: Continuous Embrace a continuous-improvement mindset; prioritize incremental enhancements and start small
Improvement in discovery practices for lasting engagement.

CHAPTER FOURTEEN: START SMALL AND

ITERATE

Introduction: Personal Journey

At 22, I began my career at HighWire Press, focusing on

human-centered design. My first experience taught me the

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importance of understanding client needs rather than blindly
designing based on feature requests.

Key Learnings from My Early Experience

- Approaching design without client insights led to failure in

meeting expectations.
- A personal principle emerged: to perform well in design,
staying close to the client and end-users is essential.
- Through persistence, I advocated for human-centered
design, even in environments resistant to such practices.

Overcoming Organizational Limitations

Many readers may feel that standard product discovery

methods won't work in their organizations. However, I've
navigated numerous companies with limited support from
leadership by:
- Retaining a strong sense of agency over my work.
- Initiating small, impactful interactions with clients or users,
allowing for iterative improvement.
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Building Your Discovery Audio
Trio

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Chapter 7 Summary : What’s Next?

CHAPTER FIFTEEN: WHAT’S NEXT?

Introduction

Congratulations on completing the book! This marks the

beginning of your journey with Continuous Discovery
Habits.

Resources for Continued Learning

-
Subscribe to the Product Talk Newsletter
: Receive two long-form articles monthly that offer insights
into continuous discovery, including real-world applications
and how-to content.

-
Join the Membership Community
: Engage with like-minded peers through monthly
community calls, fireside chats, and access to valuable

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resources in the Worthy Reads library.
-
Participate in Master Classes
: Enroll in live, small-group Master Classes to refine your
skills in continuous discovery habits with direct interaction
and hands-on activities.
-
Explore Deep-Dive Courses
: Take specialized courses focused on skills like story-based
interviewing and opportunity mapping for practical
application and deliberate practice.
-
Hire a Coach
: For personalized guidance, consider coaching options
available through Product Talk.

Contribute to the Community

Take a moment to leave a review of the book on platforms

like Amazon. Your insights can help others make informed
decisions and support fellow product professionals.

Recommended Reading

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Visit amazon.com/shop/ttorres for a collection of
recommended books to further enhance your understanding
and practice of continuous discovery.

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Best Quotes from Continuous Discovery
Habits by Teresa Torres with Page
Numbers
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Chapter 1 | Quotes From Pages 13-20

1....the work that is required to do each is
fundamentally different.
2.Discovery isn’t a one-time activity. A digital product is
never done.
3.Rather than defining your success by the code that you ship
(your output), you define success as the value that code
creates for your customers and for your business (the
outcomes).
4....rather than just validating their ideas, they are co-creating
with customers...
5....you’ll learn to balance action with doubt, so that you can
get started without being blindsided by what you don’t get
right.
6....the purpose of business is to create and serve a customer.

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7.Rather than thinking about discovery as something that we
do at the beginning of a project, you will learn to infuse
discovery continuously throughout your development
process.
Chapter 2 | Quotes From Pages 21-35
1.Managers must convert society’s needs into
opportunities for profitable business.” — Peter
Drucker
2.If I had an hour to solve a problem, I’d spend 55 minutes
thinking about the problem and 5 minutes thinking about
solutions.” — Albert Einstein
3.Create customers who want to open more accounts.
4.When we take shortcuts, we can focus on creating business
value at the cost of customers.
5.We are doing research so that we can serve our customers
in a way that creates value for our business.
6.The outcome and the opportunity space constrain the types
of solutions the product trio might consider.
7.The opportunity solution tree is a simple way of visually

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 representing the paths you might take to reach a desired
outcome.
8.Failures will still happen. However, we can’t be afraid of
failure.
9.When we learn through testing that an idea won’t work, it’s
not enough to move on to the next idea.
Chapter 3 | Quotes From Pages 37-48
1.An outcome is a change in human behavior that
drives business results.
2.Too often, we have many competing goals that all seem
equally important.
3.This was also too long. They wanted to experiment week
over week.
4.A fixed roadmap communicates false certainty.
5.Without a clear outcome, discovery work can be
never-ending, fruitless, and frustrating.
6.Managing by outcomes is only as effective as the outcomes
themselves.
7.Encouraging a two-way negotiation between the product

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 leader and the product trio ensures that the right
organizational knowledge is captured during the selection
of the outcome.
8.The key is to use traction metrics only when you are
optimizing a solution and not when the intent is to discover
new solutions.
9.Common goal-setting advice encourages us to set specific,
measurable, achievable, relevant, and time-bound goals.
10.Instead of setting individual outcomes, set team outcomes.

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Chapter 4 | Quotes From Pages 49-104
1.Whether actual or virtual, an external
representation creates common ground..." —
Barbara Tversky, Mind in Motion
2.If we give each other time to explain ourselves using words
and pictures, we build shared understanding." — Jeff
Patton, User Story Mapping
3.You can’t just dive in. You’ll quickly get lost.
4.Our goal is to address customer opportunities that will have
the biggest impact on our outcome first.
5.Structure is complicated. It gets done, undone, and redone."
— Barbara Tversky, Mind in Motion
6.You are never one feature away from success… and you
never will be.
Chapter 5 | Quotes From Pages 105-174
1.Creative teams know that quantity is the best
predictor of quality.” — Leigh Thompson, Making
the Team
2.You’ll never stumble upon the unexpected if you stick only

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 to the familiar.” — Ed Catmull, Creativity, Inc.
3.The truth is that learning is messy; a real discovery process
is a messy, winding path, with lots of twists and turns.” —
Teresa Torres
4.Trusting the process can give you the confidence to take
risks.” — Chip and Dan Heath, Decisive
5.Your delusions, no matter how convincing, will wither
under the harsh light of data.” — Alistair Croll and
Benjamin Yoskovitz, Lean Analytics
Chapter 6 | Quotes From Pages 176-183
1.If I’m going to do good design work, I need to get
close to my customer.
2.Start small. Iterate from there.
3.Your guiding principle is simple: How can I include all
three disciplines in as many discovery decisions as I can?
4.I believe continuous interviewing is a keystone habit for
continuous discovery.
5.What did we learn during this sprint that surprised us?
6.Instead of asking for permission or waiting for someone to

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show you how, start small. Iterate from there.

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Chapter 7 | Quotes From Pages 184-186
1.You’ve made it to the end of the book. However,
this doesn’t have to be the end of your Continuous
Discovery Habits journey.
2.We learn best in community.
3.Our goal with every article is to give you actionable
insights that you can put into practice the same day.
4.These courses include live instruction with me, are limited
to small groups so that you have plenty of time to get your
questions answered.
5.Want more one-on-one help? Reach out to learn about our
coaching options.

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Continuous Discovery Habits Questions
View on Bookey Website

Chapter 1 | The What and Why of Continuous

Discovery| Q&A
1.Question
What are the three critical questions that Continuous
Discovery aims to address?
Answer:1. How do you know that you are making a
product or service that your customers want? 2.
How do you ensure that you are improving it over
time? 3. How do you guarantee that your team is
creating value for your customers in a way that also
creates value for your business?

2.Question
How does Continuous Discovery differ from traditional
discovery methods?
Answer:Continuous Discovery is an ongoing process rather
than a one-time activity. It involves regularly engaging with
customers and adapting products based on their needs, unlike
traditional methods where discovery occurs infrequently and

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often disconnects from immediate customer input.

3.Question
What mindset shifts are necessary for adopting
Continuous Discovery habits?
Answer:1. **Outcome-oriented**: Focus on outcomes (value
for customers and the business) rather than outputs (features
delivered). 2. **Customer-centric**: Always prioritize
customer needs alongside business goals. 3.
**Collaborative**: Embrace teamwork across roles rather
than siloed decision-making. 4. **Visual**: Use
visualization to externalize ideas and concepts. 5.
**Experimental**: Think scientifically— test hypotheses
and gather evidence. 6. **Continuous**: Integrate discovery
into an ongoing process rather than treating it as a phase.

4.Question
Why is it important for product teams to engage in
Continuous Discovery?
Answer:Engaging in Continuous Discovery helps ensure that
products evolve based on real customer feedback, reducing

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the likelihood of building unwanted features and maximizing
the impact on customer satisfaction and business viability.

5.Question
How has product management evolved in the context of
discovery and delivery?
Answer:Product management has shifted from a model
where business leaders independently decided what to build,
often leading to waste, to a more collaborative Agile
approach where product teams work closely with customers,
continuously seeking feedback and adapting their products
based on user needs.

6.Question
What role do the product trio play in Continuous
Discovery?
Answer:The product trio, consisting of product managers,
designers, and software engineers, collaboratively ensure that
the products being developed are viable (from a business
standpoint) as well as desirable and usable for customers, all
while iterating based on continuous feedback.

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7.Question
What is the minimal requirement for engaging in
Continuous Discovery?
Answer:At a minimum, product teams should have weekly
touchpoints with customers to gain insights that inform their
product decisions, ensuring they integrate customer input
into the development process on a regular basis.

8.Question
What does it mean to measure success in Continuous
Discovery?
Answer:Success in Continuous Discovery is measured by the
impact of the product on customer lives and its value to the
business, rather than simply by the features built or the
amount of code shipped.

9.Question
How can teams balance speed and inclusiveness in the
decision-making process?
Answer:Teams should carefully define their product trio and
decide how many contributors are necessary for effective
collaboration, ensuring that they have the right expertise

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involved while maintaining a pace that allows for swift
decision-making.

10.Question
What is the importance of adopting good discovery
practices alongside Agile delivery frameworks?
Answer:Adopting good discovery practices ensures that the
Agile delivery process is informed by customer insights and
needs, reducing the chances of developing products that do
not align with market demand.
Chapter 2 | A Common Framework for Continuous
Discovery| Q&A
1.Question
What was the core issue at Wells Fargo that highlighted
the conflict between business and customer needs?
Answer:Wells Fargo faced a massive scandal where
employees opened unauthorized accounts due to
immense pressure to meet aggressive sales quotas.
This situation exemplified the conflict between the
organization’s desire for profit and the need to
respect customer rights and experiences.

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2.Question
How does Peter Drucker's philosophy apply to the
relationship between society's needs and business
opportunities?
Answer:Drucker suggests that the ultimate purpose of a
business is to serve customers by responding to societal
needs, positing that profitable business opportunities arise
when a company genuinely meets those needs without
compromising customer satisfaction.

3.Question
What is the significance of shifting from an output
mindset to an outcome mindset in product development?
Answer:Shifting to an outcome mindset means focusing on
the impact of features rather than merely their existence. This
approach prioritizes the actual value created for customers
and the business, reducing the likelihood of shortcuts that
could compromise customer trust.

4.Question
What framework aids in balancing business needs with
customer needs, according to the chapter?

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Answer:The Opportunity Solution Tree (OST) framework
helps align business objectives with customer needs by
visually mapping out desired outcomes, opportunities,
potential solutions, and the necessary tests to evaluate those
solutions.

5.Question
Explain the concept of an 'ill-structured problem' in
product discovery. How does it relate to defining
customer needs?
Answer:An ill-structured problem is one that can have
multiple solutions and lacks a clear right or wrong answer. In
product discovery, properly defining the customer needs
involves framing problems in ways that lead to various
solution paths, rather than coercively pushing for a single
outcome.

6.Question
How can teams avoid analysis paralysis during the
discovery process?
Answer:By recognizing that many decisions made during
discovery are reversible, teams can act quickly and test

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solutions instead of overthinking each step. The Opportunity
Solution Tree provides a visual guide that maintains focus on
learning and adapting rather than stagnating in indecision.

7.Question
Why is it important to visualize decisions within an
Opportunity Solution Tree?
Answer:Visualizing decisions helps clarify the options
considered, the rationale behind choices, and tracks lessons
learned during testing. This transparency fosters better
collaboration among team members and strengthens
stakeholder engagement.

8.Question
What lessons can teams learn from the failure of Wells
Fargo in the context of product discovery?
Answer:Teams can learn the importance of a
customer-centric approach in framing their goals. By
understanding and prioritizing customer desires over merely
pursuing aggressive business targets, companies can prevent
unethical shortcuts that harm customer relationships.

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9.Question
What impact does effective problem framing have on
decision making in product development?
Answer:Effective problem framing directly influences the
quality of solutions generated. By framing problems from a
customer-centric perspective, teams can ensure they explore
a broader range of potential solutions, ultimately leading to
more innovative and effective outcomes.

10.Question
Why is continuing to explore the opportunity space
crucial even after selecting a target opportunity?
Answer:Continuing to explore the opportunity space ensures
that the team's understanding of customer needs evolves in
tandem with their solutions. This ongoing exploration allows
teams to test assumptions and adapt their strategies based on
real feedback.
Chapter 3 | Focusing on Outcomes Over Outputs|
Q&A
1.Question
What is the primary difference between outcomes and

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outputs in product management?
Answer:Outcomes focus on changes in human
behavior that drive business results, while outputs
are the actions or deliverables created to achieve
those outcomes. Managing by outcomes empowers
teams to solve customer problems rather than just
deliver specific features.

2.Question
How did Sonja’s team at tails.com adapt their metrics to
improve customer retention?
Answer:Initially focused on 90-day retention, they shifted to
a 30-day metric for quicker feedback, and eventually
adjusted to 5-day retention to experiment rapidly. However,
they realized 5-day retention might not correlate with
longer-term retention, leading them to prioritize
understanding customer churn factors.

3.Question
Why is it important to distinguish between business
outcomes, product outcomes, and traction metrics?

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Answer:Business outcomes reflect overall business success
(e.g., revenue), product outcomes measure the effectiveness
of product changes in driving those results, and traction
metrics monitor specific feature usage. Choosing the right
type of outcome is key to guiding a team's focus and
achieving impactful results.

4.Question
What are leading indicators, and why are they preferred
over lagging indicators?
Answer:Leading indicators predict future outcomes and
allow teams to proactively drive results, such as increasing
customer satisfaction or engagement. Lagging indicators, like
90-day retention, reflect past results and can hinder a team's
ability to make timely adjustments.

5.Question
What role does negotiation play in setting product
outcomes?
Answer:Setting product outcomes should be a two-way
negotiation between the product leader and the product team.

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It ensures that strategic business goals are communicated
while allowing the team to share insights on achievable
metrics and determine the best course of action.

6.Question
What can teams do to shift from focusing on outputs to
focusing on outcomes?
Answer:Teams should seek business context for initiatives,
ask for specifics about customer segments and desired
business outcomes, and connect product outcomes to those
business objectives. This empowers them to align their work
with broader business goals.

7.Question
How can teams maintain accountability for product
outcomes?
Answer:Assign product outcomes instead of business
outcomes, ensuring the product team can take ownership and
responsibility for driving results without blaming other
teams, thus fostering collaboration and focus on shared goals.

8.Question
When should traction metrics be assigned to product

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teams instead of product outcomes?
Answer:Traction metrics can be assigned when the team is
optimizing a known solution or if they are inexperienced. For
more mature teams, focusing on product outcomes is more
beneficial to promote exploration and discovery.

9.Question
What common anti-patterns should teams avoid when
setting outcomes?
Answer:Teams should avoid pursuing too many outcomes at
once, ping-ponging from one outcome to another without
sustained focus, setting individual rather than team
outcomes, and confusing outputs for outcomes.

10.Question
How does the concept of S.M.A.R.T. goals fit into the
outcome mindset discussed in this chapter?
Answer:While S.M.A.R.T. goals can be useful, the chapter
argues for flexibility in goal-setting. Teams facing new
outcomes should prioritize learning goals to discover what
drives engagement before moving to specific performance

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goals.

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Chapter 4 | Discovering Opportunities| Q&A
1.Question
Why is it essential to create an experience map before
engaging with customers?
Answer:Creating an experience map provides a
foundational understanding of the customer’s
current experience. It helps identify potential gaps,
pain points, and opportunities for improvement
before conducting customer interviews, ensuring
that discussions are focused and relevant.

2.Question
How can individual perspectives contribute to a richer
team understanding during the mapping process?
Answer:Each team member brings unique experiences and
knowledge to the table. By starting with individual mappings
and then synthesizing them, teams can uncover insights that
might be missed if everyone shares their thoughts at once.
This process facilitates a deeper collective understanding of
the opportunity space.

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3.Question
What role does visualization play in understanding
customer experiences?
Answer:Visualization, through drawing experience maps,
helps externalize thought processes, revealing gaps and
inconsistencies in understanding. This concrete
representation makes it easier to identify key moments in
customer experiences and fosters more productive
discussions among team members.

4.Question
Why should we avoid focusing solely on solutions during
the product discovery process?
Answer:Focusing solely on solutions can lead to a 'build
trap,' where teams prioritize outputs over actual outcomes.
It’s crucial to understand customer needs, pain points, and
desires first to develop solutions that genuinely address those
elements. This approach fosters a more customer-centric
product development process.

5.Question
How does continuous interviewing enhance product

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discovery?
Answer:Continuous interviewing keeps teams connected to
evolving customer needs, ensuring that they stay aligned
with changing expectations and preferences. It also allows
for rapid feedback cycles, helping teams to pivot quickly
when new insights emerge.

6.Question
What should be considered when prioritizing
opportunities in the opportunity space?
Answer:Prioritizing opportunities should involve assessing
market factors, customer importance, organizational context,
and opportunity sizing. This holistic view helps ensure that
teams focus on high-impact opportunities that align with both
customer needs and business goals.

7.Question
What common anti-patterns should teams avoid when
mapping the opportunity space?
Answer:Teams should avoid creating vertical stacks of
opportunities (one parent with a single child), relying on

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vague themes rather than specific needs, and focusing on
solutions instead of customer needs. Each opportunity should
be distinct and framed from the customer's perspective.

8.Question
How can teams structure their opportunity solution tree
for effective prioritization?
Answer:By organizing opportunities into parent-child and
sibling relationships within a tree structure, teams can
visualize the complexity of the opportunity space. This helps
in identifying overlaps, ensuring each opportunity is distinct,
and facilitates effective prioritization of high-impact
opportunities.
Chapter 5 | Discovering Solutions| Q&A
1.Question
How can brainstorming lead to better solutions?
Answer:Brainstorming encourages teams to
generate a high quantity of ideas, which research
shows correlates with the generation of more diverse
and original solutions. By pushing past initial ideas,

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teams can discover innovative solutions that may not
have emerged otherwise.

2.Question
Why is it important to differentiate between the quantity
and quality of ideas during ideation?
Answer:While generating a large quantity of ideas is crucial
for unlocking creativity, it’s vital to remember that initial
ideas may not be the best. The best solutions often surface
when teams move beyond their first few ideas.

3.Question
What are the common challenges associated with
traditional brainstorming sessions?
Answer:Common challenges include social loafing,
production blocking where ideas are lost due to overlapping
discussion, and conformity pressures where participants
self-censor their ideas. Groups often fail to explore enough
diverse ideas.

4.Question
What is the 'illusion of group productivity' as described
in the text?

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Answer:This illusion refers to the phenomenon where group
members overestimate their collaborative output, mistakenly
believing that group discussions yield better results than
individual ideation, despite evidence suggesting the opposite.

5.Question
How can teams ensure they are generating diverse and
original ideas?
Answer:Teams can map their ideas to customer
opportunities, use various brainstorming techniques that
encourage exploration beyond the obvious, and ensure a mix
of perspectives during the ideation process.

6.Question
What is the benefit of using a 'magic wand' approach
during ideation?
Answer:Encouraging wild or 'magic wand' ideas opens up the
possibility for innovative solutions and helps to mix and
match diverse ideas that may lead to original solutions.

7.Question
Why should teams conduct a pre-mortem before starting
a project?

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Answer:Pre-mortems help teams identify potential failures
by considering what could go wrong. This exercise makes
implicit assumptions explicit, allowing teams to address risks
proactively.

8.Question
What are the criteria that should be discussed when
evaluating ideas generated?
Answer:Each idea should be assessed based on its ability to
solve the identified customer needs, the feasibility of
implementation, the potential return on investment, and how
well it aligns with business goals.

9.Question
What are some common anti-patterns teams should avoid
during the ideation process?
Answer:Teams should avoid not including diverse
perspectives, generating variations of the same idea without
seeking original solutions, and limiting ideation to a single
session, which may stifle creativity.

10.Question
How can iterating on assumptions reduce the risk of

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pursuing ineffective ideas?
Answer:By generating and testing assumptions instead of
entire ideas, teams can validate key components of their
solutions early, avoiding the cost of developing flawed
products that don’t meet customer needs.

11.Question
What is the value of continuous interviewing as part of
the product discovery process?
Answer:Continuous interviewing ensures that teams are
consistently aligned with customer needs and can adapt their
solutions in real-time based on ongoing feedback.

12.Question
What techniques can be employed to identify hidden
assumptions in product ideas?
Answer:Techniques such as story mapping, assumption
mapping, and regularly reviewing key user pathways can
help surface underlying assumptions that may not be
immediately evident.

13.Question
How important is it to create alignment and consensus

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among stakeholders during product development?
Answer:Building alignment is crucial as it fosters buy-in,
reduces friction when implementing new ideas, and ensures
that the entire team is working towards a shared vision and
goals.

14.Question
Why should product teams be cautious about
overcommitting to specific opportunities?
Answer:Overcommitting can lead to pursuing paths that may
not yield the desired customer impact or business value.
Flexibility to pivot based on testing outcomes is vital.

15.Question
How can demonstrate reflections of progress in a product
discovery process?
Answer:By using visual tools like opportunity solution trees
and sharing updates on findings, teams can keep stakeholders
informed about progress and foster collaborative
decision-making.
Chapter 6 | Start Small, and Iterate| Q&A

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1.Question
What can I do if I feel my company doesn’t support
modern product discovery methods?
Answer:Rather than waiting for permission or
support from company leadership, focus on how you
can impact your own work. Start small by building
relationships with a cross-functional team, including
a designer and an engineer, to engage in discovery
practices together. Your agency can drive change
even in environments that resist it.

2.Question
How do I get closer to my customers to improve my
design work?
Answer:Engage directly with your customers at the early
stages of your projects. Attend meetings, listen to their needs,
gather feedback, and even invite them to collaborate on
design iterations. This hands-on approach will give you
valuable insights that can guide your design decisions and
make your work more relevant to users.

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3.Question
What is a keystone habit in the context of product
discovery?
Answer:A keystone habit is a practice that can lead to
positive transformations in other areas. For product teams,
establishing a habit of regular customer interviews serves as
a keystone habit by driving the habit of rapid prototyping,
encouraging experimentation, and enhancing
decision-making linked to customer insights.

4.Question
How can I effectively work backward when tasked with
delivering a specific solution?
Answer:Instead of directly jumping to the requested solution,
consider the customer’s perspective: "If our customers had
this solution, what would it do for them?" This step
encourages you to unearth potential customer needs and pain
points that might be addressed through the solution,
ultimately leading to a more impactful outcome.

5.Question
What should I focus on when my product release doesn’t

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meet expectations?
Answer:Use the post-release impact review as an opportunity
to learn. Discuss with stakeholders what was expected of the
feature and the actual impact it had. This reflective process
not only illuminates areas for improvement but also
encourages collaborative problem-solving to evolve future
processes.

6.Question
How do I build a cross-functional trio for discovery,
especially if my team is under-resourced?
Answer:Start by reaching out to individuals within your
organization who have design and engineering skills,
regardless of their formal roles. Look for those who have
empathy for the customer experience and can contribute
insight into usability. Collaborate intimately on small
decisions to successfully scale your discovery efforts.

7.Question
What should I do if my team adopts a 'one right way'
mentality towards discovery?

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Answer:Encourage a mindset of flexibility and adaptation.
Emphasize that there is no singular approach to discovery,
and the right methods should be tailored to the needs and
context of your team. Promote a culture of continuous
improvement, where learning and adapting are valued.

8.Question
How can I turn my retrospective meetings into
opportunities for discovery improvement?
Answer:In your retrospective meetings, incorporate questions
that focus on learning from the past sprint. Ask team
members to share unexpected insights and to suggest ways
those insights could have been discovered sooner. This
practice not only identifies gaps in your discovery process
but also fosters team collaboration in evolving future
approaches.

9.Question
What are some common anti-patterns to avoid when
implementing continuous discovery habits?
Answer:Avoid falling into complacency by assuming what

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works for others won't work for you without considering
your unique context. Don’t wait for permission to engage
with customers or for resources; start by leveraging your
existing connections and capabilities. Finally, resist
embracing a perfect mindset—progress is more important
than perfection.

10.Question
How can I include customer insights early in my project
development?
Answer:Get involved from the beginning of the project.
Participate in initial meetings to understand customer needs
and implications of requested features. By embedding
yourself in the early stages, you can advocate for evolving
ideas based on user insights and help steer the project
towards a more user-centered outcome.

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Chapter 7 | What’s Next?| Q&A
1.Question
What does ‘Continuous Discovery Habits’ encourage
readers to do after finishing the book?
Answer:It encourages readers to see the end of the
book as the beginning of a journey, inviting them to
continue their learning and application of
continuous discovery through various resources.

2.Question
What benefits does subscribing to the Product Talk
monthly newsletter provide?
Answer:Subscribers receive actionable insights through
long-form articles that detail real-world applications of
continuous discovery, as well as how-to guides to improve
their skills.

3.Question
How can joining the Continuous Discovery Habits
membership community benefit an individual?
Answer:Joining the community connects individuals with
like-minded peers and offers opportunities for monthly calls,

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fireside chats with successful product professionals, and
access to a library of valuable resources.

4.Question
What is the purpose of the live Master Classes mentioned
in the chapter?
Answer:The live Master Classes aim to provide direct
instruction and facilitate hands-on experience in continuous
discovery methods, fostering a learning environment that
promotes practice and peer interaction.

5.Question
What kind of skills can one gain from the Deep-Dive
courses?
Answer:Deep-Dive courses are designed for in-depth
learning on specific skills such as story-based interviewing
and opportunity mapping, allowing learners to practice these
skills in a focused setting.

6.Question
How does the author suggest helping other product
people?
Answer:The author suggests taking a moment to review the

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book on platforms like Amazon, as it helps others determine
if the book is worth their time and investment.

7.Question
What is the significance of personal feedback on books
like ‘Continuous Discovery Habits’?
Answer:Personal feedback acts as social proof, influencing
potential readers' decisions and can help the author reach and
assist more product professionals.

8.Question
What is the author’s email address for coaching
inquiries?
Answer:The author's email address is
teresa@producttalk.org, serving as a direct line for those
seeking personalized coaching.

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Continuous Discovery Habits Quiz and
Test
Check the Correct Answer on Bookey Website

Chapter 1 | The What and Why of Continuous

Discovery| Quiz and Test
1.Continuous discovery involves engaging with
customers weekly and making daily decisions
based on their feedback.
2.Many companies prioritize discovery over delivery, leading
to better product outcomes.
3.The book is intended for product managers, designers, and
software engineers working collaboratively on physical
products.
Chapter 2 | A Common Framework for Continuous
Discovery| Quiz and Test
1.The Wells Fargo case highlights the consequences
of prioritizing customer needs over business
outcomes.
2.The Opportunity Solution Tree (OST) is used to align

Scan to Download
 business needs with customer needs by visualizing the
discovery process.
3.Continuous discovery only focuses on delivering outputs,
ignoring customer interactions and their impact on
outcomes.
Chapter 3 | Focusing on Outcomes Over Outputs|
Quiz and Test
1.An outcome is defined as a change in human
behavior that drives business results.
2.Measuring success by outputs is more effective than
measuring success by outcomes.
3.Leading indicators should be prioritized as they help
predict outcomes.

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Chapter 4 | Discovering Opportunities| Quiz and
Test
1.Continuous Discovery Habits emphasizes the
importance of focusing on customer outcomes
rather than the number of features shipped.
2.Experience maps should be detailed and polished to ensure
clarity and understanding among team members.
3.Interviewing participants about their ideal behaviors is
crucial for uncovering genuine customer needs.
Chapter 5 | Discovering Solutions| Quiz and Test
1.In the ideation process, it is important to fixate on
a single favorite solution rather than explore
multiple ideas.
2.Research indicates that individuals generate more diverse
and original ideas when ideating in groups rather than
alone.
3.During the continuous discovery process, it is sufficient to
only test entire ideas without focusing on underlying
assumptions.

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Chapter 6 | Start Small, and Iterate| Quiz and Test
1.It is essential to understand client needs in order to
perform well in design.
2.Product discovery methods are guaranteed to work in every
organization without adaptation.
3.Continuous customer interviews can promote better
product decisions and faster iterations.

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Chapter 7 | What’s Next?| Quiz and Test
1.The book "Continuous Discovery Habits" suggests
that subscribing to the Product Talk Newsletter
will provide insights into continuous discovery.
2.Joining the Membership Community involves attending
quarterly instead of monthly community calls.
3.Taking part in Master Classes allows participants to engage
in hands-on activities related to continuous discovery
habits.

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