Even if one builds countless number of apps and other digital products, one needs to know the problems on the upfront and create a more solid foundation with that knowledge. That further hones our feature set and the go-to market plan. With the right questions in the discovery process, pitfalls in terms of setups and analysis can be avoided in the future.
Be it a native app, web app, cloud backend, digital transformation initiative or any other, we can have higher chances of moving forward when –
- We identify possible product problems
- Set a solid foundation for the users
- Work with differing opinions from the various stakeholders in variety of specializations – (directors, managers, design, development, content etc.)
- Use the right tools and exercises in the discovery process
- Determine the must-have features
When one calls for initial product discovery and ideation, one can identify the possible roadblocks or the main issues when they are up for fruition.
There are countless post-launch hurdles that overcome the ability to kill the transformation – going past them for main focus remains, essential.
All of such issues call for ensuring a proper timeline to fulfil niche in the market even before the actual agenda’s fulfilment.
Lack of support in key areas, such as developing the proper APIs, or backend, can spell disaster. That can either be in the form of full lack of support (not enough development resources) or the wrong allocation of team members through inexperience. This is mostly the direct result of poorly defined requirements, as mentioned above.
Differing visions between stakeholders quickly cause issues in a product’s early life cycle. While different opinions and specializations are key to making a strong transformation, at one point or another everyone needs to be on the same page in relation to features and the product’s core foundation. This especially becomes an issue when a stakeholder with more leverage than others has the power to completely shelve a project. We’ve seen individual stakeholders with more influence and seniority de-prioritize projects without the full consent of the core stakeholder team, resulting in less resources and importance being placed on projects.
The fundamental thing remains identifying the problem you’re hoping to solve and the assistance that help to solve the problems. Because they can do better than the competitors. These aren’t the only key questions you should be asking. Who are your users? How will you keep them engaged? Is there a differentiating factor in your feature set that sets you apart from the competition? How do you expect to implement a given feature better than the competition?
- What distinguishes your usage from others? In the context of your main idea, what’s most important to them?
- What is the one thing that has to be done right to make your work worth using?
- What do you think are the key actions that users must take to turn them into a full-fledged user?
Knowing what devices your demographic most frequently uses can help point towards success. You should also consider how each platform might lend to your core feature set. Something such as displaying significant amounts of data might require more screen real estate and be more accessible to mouse and keyboard use versus a simple utility which would function best on-the-go.
With our deep domain niche, experience and certified consultants, we can offer comprehensive digital transformation services, development, migration and integration. For availing our competitively priced quality services, contact us today.