<\/noscript><\/figure>\n\n\n\nLet\u2019s look at a few examples. <\/p>\n\n\n\n
Let\u2019s say you\u2019ve determined that some of your potential users are not able to use your mobile app because they\u2019re suffering from irregular Internet connectivity. If you decide that this is a top priority issue that you have to solve, you can create a goal\u2014users with choppy Internet connections can use the service\u2014and affix outcome metrics to it to indicate what success looks like. If, on the other hand, you think that making the app work under choppy Internet connections is not a must-have, it\u2019s only one way to address a bigger goal, for example drive growth in emerging markets, then you can add a few relevant ideas to your idea bank and evaluate those against others ideas. <\/p>\n\n\n\n
As another example let\u2019s say that you receive that warning from the app store that you have 45 days to fix the app to comply with the new policy or have it be removed from the store. In this case you should turn it into a goal and start generating ideas on how to comply with the new policy. Lesser threats, say a competitor launching a feature that might be interpreted to be superior to yours, can be turned into ideas or parked.<\/p>\n\n\n\n
I intentionally didn\u2019t bake opportunities and threats into GIST. They are important, but I feel that\u00a0 assessing and validating them is a separate, and much slower, process. Nor do I see a need to connect every product idea to an opportunity or threat\u2014that\u2019s a bit of plumbing that I feel isn\u2019t\u00a0 really necessary in many cases and will mostly creates overhead. It may also bias the system. Ideas should be evaluated on their own merit, not on the merit of a theoretical opportunity or threat.\u00a0Having ideas connected to customer-centric goals is a much better approach in my exprience.<\/p>\n\n\n\n
Life is Not That Simple<\/h1>\n\n\n\n I feel a lot of companies are mishandling opportunities and threats, and ending up with suboptimal or even destructive strategies. This is a big and complex topic that\u2019s hard to do justice to in 2000 words , and even harder to address with an elegant framework. If there\u2019s one idea I suggest taking out of this article is that you should use a wide gamut of methods to discover, evaluate and test opportunities and threats and, as always, you should stay healthily skeptical of the opportunities and threats you find as well as of the framework you use.\u00a0<\/p>\n","protected":false},"excerpt":{"rendered":"
It was mid 2004 and my colleagues and I were gathered in a cinema hall in Tel Aviv to hear our American CEO speak. The charismatic gentleman on stage was all smiles and positive energy. He told us he was proud of what we had achieved that year. There was one topic, though, that made […]<\/p>\n","protected":false},"author":2,"featured_media":941,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"site-sidebar-layout":"default","site-content-layout":"default","ast-site-content-layout":"","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""}},"footnotes":""},"categories":[46],"tags":[53,21,75,69,76],"yoast_head":"\n
A Lean Approach to Opportunities and Threats - Itamar Gilad<\/title>\n \n \n \n \n \n \n \n \n \n \n \n\t \n\t \n\t \n \n \n \n\t \n\t \n\t \n