![]() Clarity, or the ability to abstract complex ideas into simple communicable message, is at the heart of how an idea really does become an unstoppable force. Seventy percent of organizations stall in the execution of their digital strategy according to McKinsey, and one reason cited is the lack of clarity about the organisation’s digital transformation strategy. Digital transformation has never been so top of mind to organizations around the world as they seek to re-invent their business model and be disruptive first movers – and yet it is one of the most complex ideas to communicate, and the communication itself one of the key causes of failing in the ambition. This requires multiple digital initiatives to be orchestrated, with a broad assembly of stakeholders, each with their own agendas and metrics to come together and drive real change. I am talking about the kind of work that fundamentally challenges an organization’s value proposition by enabling new business models to emerge through the application of technology. I do not mean a discreet digital initiative that, in of itself, may have a tightly controlled scope with a minimum viable product clearly at the end. What is the best tool to help with this kind of problem?ĭigital transformation falls into exactly this difficult space. How easy is it to communicate and visualize that kind of idea? Not a “thing” … but a complex, interconnected web of activities that all need to deliver in an orchestrated sequence. Product management then steps in with an agile approach to sprint and iterate to MVP (Minimal Viable Product) glory.īut how easy is it for those that are seeking to plan and execute major transformational change to achieve this in reality? Ideas that may fundamentally redefine how employees work and how customers engage with the organization. They can more easily describe the anticipated features and functions, and test the propensity to buy with focus groups, trials, and other methods. ![]() If the idea is a new product or new service offering the product owner can get to a “marketecture” rapidly – with enough content to test whether the idea has potential. That moment is the point at which the idea is so clearly communicated, and the value of it so easily visualized for people that everyone “gets it.” For some, the path to this moment of enlightenment can be a relatively straight line.Ĭontextualize this into the enterprise. ![]() If you’ve gone through all the 3 steps successfully, you have an accurate list of Aha moment candidates.How does a mere idea change to an unstoppable force? There is a “moment” of realization. Usability testing is also helpful for finding the pain points of users, which can harm their path to the Aha moments if they come before it. Take a note of the moments where they say stuff like “Now I understand”, “OH!”, “Aha!”, etc. Observe the user as they use their product for the first time and look out for changes in their emotions and the content of their comments. Usability Testing: conducting usability testing with a few numbers of users will be sufficient for you to get a grasp of the possible Aha moments. Not all users will be aware of experiencing their Aha moments, but the answers from the ones who do will be valuable. Send out a survey to your existing users and ask: “At what moment did you understand and embrace the value of our product?”. ![]() User Feedback: to collect feedback that can pinpoint to the Aha moment, you can just ask for it. But getting the data straight from a user is usually more precise. ![]()
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