After loosely collaborating with Johan for a couple of months, I was wondering if an enhanced digital canvas would be a good idea.
It was like weighing up which pill to take: Take the blue one and leave the tool development to Johan, or take the red one and commit time, money, and energy?
To help me make the right choice, I created a vision board for a new electronic product canvas.
All will be reviewed to certify that they accurately reflect our current status, competencies, and future direction as well.A focus group representing a cross section of employees will be convened to review these statements, with final approval for changes coming from the executive board.It states who should use and purchase the product (Target Group), why people would want to use and buy it (Needs), what the key product features are (Product), and why the organisation should invest money in the product (Value).It’s important to understand that the vision board is intended to initiate the innovation and product discovery process.As I am particularly unsure about this group, I have marked it in italic.
I use this convention on the other sections of the board, too.This allows me to follow the vision even if my electronic tool idea turns out to be ill conceived.At the same time, the vision reminds me that the new product is only means to an end: to help organisations create great products. In addition to product managers and product owners, individuals setting up their own business might find the tool helpful.I then focussed on the user needs formulating them as goals, for instance.Note that I selected one need–being able to work with one shared canvas, rather than listing different ones. If you want to state more than one need on your own board, then prioritise them and focus on the most important one.Threats can increase a firm's costs, decrease the willingness of a firm's customers to pay, or in other ways reduce a firm's performance (Pearce & Robinson, 2011).