Ideas can come from anywhere, and generating ideas is easy.

The difficulty is that good idea can be few and far between, and it can be challenging at first to distinguish a good idea from a bad one. Moreover, it’s easy to accumulate sunk costs from pursuing a bad idea for too long. That’s why, when developing an idea as a startup or product team, we need to test, test and test some more.

The purpose of testing business ideas is to validate an idea at a minimal expense of effort, time and, importantly, cost. This provides an early assessment of whether your idea meets one of three criteria of good product ideas. These are sometimes called the three lenses; they are that customers find your idea desirable (desirability), that you can build and deliver your idea (feasibility) and, lastly, that you can ensure your idea produces a profit (viability). Strong product teams know that ideas must be tested; after all, building, measuring and learning are key aspects of the lean startup process.

However, many teams go straight to building. Why measure or learn when you can build more and even more?

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Get evidence first.

Please don’t make the mistake of executing business ideas without evidence. This can lead to a concept of false starts, whereby the team has to revert back to an earlier phase in the product cycle to learn more about the ideas they are pursuing, which greatly increases the risk of failure as teams burn through cash quickly — with some startups never recovering from this.

There are many theories of testing business ideas that a product team can use. Some are famous, such as the lean startup method, which uses a series of sprints to test hypotheses from initial conception to full-on build of a product using evidence at its core. There are other practitioners, as well, such as David Bland, who co-wrote the excellent book Testing Business Ideas. He covers this topic in vast amounts of detail but approaches it in a practical format that is easy to use and apply when testing ideas.

Most of the content is based around the lean startup stages of build, measure and learn. This is something I am passionate about. As an early-stage business and product consultant, I have seen both product teams and startups make the mistake of just going out into the market without any customer discovery work and no evidence to inform their products ideas. Failure to use evidence leads to false starts; it also kills momentum within the product environment, impacting broader aspects, such as culture and employee motivation.

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The collection of evidence using a testing process early in an idea helps teams break their personal biases toward an idea. Personal biases contain assumptions, which are just opinions and worthless. As Alberto Savoia, the creator of the early-stage testing method called “pretotying,” states, “Data beats opinion.” Only when you run experiments can you make a quantitative assessment if the idea meets a customer’s needs to inform your next steps. The purpose is to gather information quickly, and all data should be collected in primary form. When I say primary, I mean that it should be your data and collected by you and your team.

This is referred to as “YODA” (your own data) within the testing circles, and all teams should strive to collect as much as possible. This is an area where I see many mistakes; many teams rely on secondary data points, such as surveys and external market research. The problem with using secondary research is you are not 100% sure of the reason it was collected, how it was collected and which data points have been omitted to present the data in its best light.

It’s important to understand that testing business ideas is only part of a wider product process. When used in conjunction with a business model canvas or lean canvas, it becomes a robust tool kit for the product team. As a starting point, all business ideas should be drafted onto one of these canvases, and all assumptions should be identified and ranked. The ranking of assumptions should be based on how important the assumption is, should it be incorrect, and how much evidence the team has behind the assumption. Following this is when we would start running testing sprints to validate an idea with real customers and users.

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In essence, the testing of business ideas allows the product team to determine if the idea meets the criteria set out in the initial brief. When used as part of a process, it becomes a powerful format to test early-stage ideas, whether you are a startup or a product team within the larger organization.

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If you would like to understand more about developing and growing products whether they are digital or physical, as a startup or within an organization, you can obtain more information here.

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About the Author: Andrew Constable MBA

I specialise in taking startups, scale-ups & more established businesses from 𝐂𝐨𝐧𝐟𝐮𝐬𝐢𝐨𝐧 𝐭𝐨 𝐂𝐥𝐚𝐫𝐢𝐭𝐲. As an MBA qualified Forbes contributor & consultant, my practice is based around Lean startup, OKR development, Growth marketing and business modelling. I run the agency, 𝐕𝐢𝐬𝐮𝐚𝐥𝐢𝐬𝐞 𝐒𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬. We are experts in Lean startup practices and are official partners of Leanstack. Suppose you are looking to grow an existing product using data-driven product management. In that case, we have you covered, or you want to apply more focus to your business, we can implement OKRs (Objectives & Key Results) throughout your organisation or startup to drive you forward. I am a member of the Association of Business Mentors, a fellow of the Institute of Innovation and knowledge exchange, and MBAs. I have over 20 years of experience in product management in global organisations, managing complex relationships strategically and driving business change.

The Association of Business Mentors is registered in England and Wales under company number 7533326 at The Nest, 12-18 Sampson Street, London, E1W 1NA
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