Quick Validation.Decision

12009

Overview

Decision-making refers to the process of comparing and analyzing real business data feedback results against the corresponding metrics established during exploration, in order to verify whether they align with the initial expectations. By analyzing the underlying reasons, we ultimately confirm whether the originally defined requirement assumptions hold true, and decide whether to stick with the existing product direction or make adjustments based on the information obtained. At this point, the next course of action may involve selecting the next experimental plan from a refined list of minimum viable solutions, or returning to the starting point of exploration to begin investigating new questions.

East or West

After analysis and summarization, if the collected business metric data aligns with the target expectations defined during value exploration, we can confirm that the assumptions made during the value exploration loop are correct. At this point, we can return to the starting point of exploration and choose the next business challenge.

If the collected results do not meet expectations, there is no need to be discouraged; we have obtained results at the fastest pace possible. Now, we just need to analyze with the team why the results differ from our expectations, whether this plan needs further fine-tuning, or if we should select another experimental plan from the alternative options to continue driving this rapid validation.

Of course, there is also the possibility that during this validation process, we discover new business knowledge. This new knowledge may indicate that all the alternatives generated during the refinement phase of value exploration are incorrect, and we need to restart the value exploration with the insights just learned.

## Overview

Decision-making refers to the process of comparing and analyzing real business data feedback results against the corresponding metrics established during exploration, in order to verify whether they align with the initial expectations. By analyzing the underlying reasons, we ultimately confirm whether the originally defined requirement assumptions hold true, and decide whether to stick with the existing product direction or make adjustments based on the information obtained. At this point, the next course of action may involve selecting the next experimental plan from a refined list of minimum viable solutions, or returning to the starting point of exploration to begin investigating new questions.

## East or West

After analysis and summarization, if the collected business metric data aligns with the target expectations defined during value exploration, we can confirm that the assumptions made during the value exploration loop are correct. At this point, we can return to the starting point of exploration and choose the next business challenge.

If the collected results do not meet expectations, there is no need to be discouraged; we have obtained results at the fastest pace possible. Now, we just need to analyze with the team why the results differ from our expectations, whether this plan needs further fine-tuning, or if we should select another experimental plan from the alternative options to continue driving this rapid validation.

Of course, there is also the possibility that during this validation process, we discover new business knowledge. This new knowledge may indicate that all the alternatives generated during the refinement phase of value exploration are incorrect, and we need to restart the value exploration with the insights just learned.