Customer discovery is one of those things that product managers universally agree is important and universally deprioritise when things get busy. This post is about what happens when you don’t deprioritise it — when you treat it as a programme, with structure and cadence, rather than an ad hoc activity you do when you’re trying to make a case for something.
Over twelve months, I ran a structured discovery programme alongside my regular PM responsibilities. Here’s what I built, what worked, and what I’d do differently.
Why twelve months?
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The methodology
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Tools we used
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What it changed
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