Click
How to Make What People Want
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- 19,99 €
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- 19,99 €
Publisher Description
From the New York Times bestselling authors of Sprint, a guide for starting big projects the smart way—based on firsthand experience with more than three hundred new products and businesses.
Every big project—whether it’s creating new technology, developing a fresh line of sneakers, or opening a neighborhood café—requires a major investment to get off the ground. Unfortunately, most big projects flop with customers. Too many teams waste time, money, and opportunity because they follow the wrong strategy and lose sight of what really matters: Do people want what you’re making? Does your solution click with customers?
Jake Knapp and John Zeratsky—two brilliant product designers who spent years at Google Ventures and elsewhere before founding a venture capital firm together—have helped hundreds of teams bring new products and services into the world. As designers and investors, they have a front-row seat to some of the world’s most successful startups. Click introduces the Foundation Sprint—a proven system for starting projects the right way, to make better decisions and move quickly toward a solution.
Inside are ten important lessons, a step-by-step playbook for the Foundation Sprint, and memorable stories from Nike, Google, Slack, and the frontiers of artificial intelligence research. Building on their bestselling book, Sprint, Knapp and Zeratsky introduce new recipes that teams can use to quickly and confidently start projects. For anyone who has ever had a good idea but didn’t know how to start, this book is for you.
PUBLISHERS WEEKLY
In this competent manual, Knapp (Sprint), cofounder of the venture capital firm Character Capital, promises to help readers develop a hit product in two days. On day one, Knapp recommends brainstorming how to solve a common problem and determining how to differentiate the product from competitors. Day two, he suggests, should be devoted to improving the product by considering criticisms and by testing it with customers. To illustrate how to differentiate a product from the competition, Knapp recounts how while developing Google Meet, he focused on making ease of use its selling point, ensuring it could be accessed from an internet browser while rivals Skype and Tandberg required the installation of an app. Emphasizing the importance of testing products with consumers, Knapp discusses how the company Phaidra, which creates AI software that autonomously monitors sensors in industrial plants, learned from an unsuccessful trial run that engineers found the user interface insufficiently informative and then revamped the software based on that feedback. The "two day" conceit is misleading since the product testing process is scheduled to take five days per test, but the guidance makes the daunting entrepreneurial process approachable by breaking it into steps. Business leaders will find this a solid program for stimulating innovation.
