Attached are three documents on personas:

REMEMBER: In a changing market you will need to update ypur personas. Otherwise you will make decisions based on obsolete data.

Scenario Thinking can be painful. It requires insightful and analytical individuals to create relevant scenarios. You could start with Lightweight scenarios. Then use the perspective of existing customers and users and create scenarios for them. The use of lightweight scenarios drastically reduces complexity, but it will also reduce the strategic value of scenario planning.

Attached are:

By looking at these two diemnsions we can identify Underserved Markets and real opportunities. You can use it to guide discussions and also as a basis for customer research.

Perfect for creating your roadmap and defining the order in your development.

Attached are three objects:

2018, an even rainier November day in Stockholm: I was dancing in the rain. Telia, the notorious Telecom Operator, delivered a proactive and excellent service again. What happened?

In 2016, Telia became obsessed with Customer Experience (The new CEO Helene Barnekow made it happen). The customer journey became a tool they started using. The Telia team had mapped the small company experience, which was filled with pain points. Step by step, they changed the touchpoints and services.

This phenomenal transition was guided by the tool "Customer Journey design". An invaluable tool for all Product Managers to experience the customer perspective

Attached are:

We have always created prototypes, pilots, Proof of Concepts. Still, the MVP-thinking changed everything. The MVP is not an isolated activity or a prototype; it is a part of a bigger picture. The picture of speeding up product development based on insights. The MVP plays a vital role in the learning process. We need to understand the customer and stakeholder response.

MVP is a tool for feedback. This is vital for the usage of the MVP. It is not primarily a commercial product but a tool for feedback. The MVP generates a solid foundation to discuss and gather relevant feedback from users. Traditional prototypes focus on testing product functionality and technology. The MVP tests the critical components of your product business.

The MVP thinking gained traction from the book "Lean Startup" by Eric Ries. It is today used widely but not optimally.

Rethink and challenge the way you use MVP in your company. Are you testing the critical stuff in your business? Have you built a functional feedback loop?

Attached are:

I remember a discussion with the UX director at one of Sweden's leading tech companies. We discussed products and usage. And I asked her why they had been so successful. "It's all about testing." She was obsessed with testing design and usability from step one in the development process to the final product.

Her favorite way of testing was A/B testing. It was easy to analyze the results and easy to create the tests. And by choosing the right alternatives, they had learned to extract lots of data from the analyses.

A/B testing is a simple way to compare two alternatives. From the comparisons, you can get different responses to how many respond or how quick they respond or the quality of response. The method is almost 100 years old and was at the time not designed for Internet ads ;-). Many of us have been using pairwise comparisons, QFD, or conjoint analysis. The A/B testing is the simplest case in these statistical methods.

American Express perfected their direct marketing campaigns using A/B testing in the 80s and 90s.

The fundamental math behind the model is the same, but the real-time environment makes it more powerful. Today multiple tools are available for testing websites and ads on the web, making the tests faster, cheaper, and more powerful.

Use the A/B testing when you want to:

My first Product Manager job was at ABB. I was part of a great team to develop electricity meters for the IEC markets (with a focus on Europe). Lars-Olof, Ulf, John, and I had workshops to create the first ABB Meters. John was what in ABB was called a Specialist. A Specialist title was awarded to someone possessing unique skills. John was a specialist in metering and development, but it was a pain to work with John. He challenged everything I said and all the facts I put on the table. He kept asking "Why" in very many ways. Nike had recently launched their brilliant slogan, "Just Do It", and John kept demanding an answer to "WHY?". You can imagine the frustration around the table. It took me some time to see the greatness of John. But it didn't take long until I also became a PAIN for everyone. I had discovered the beauty of the word "WHY".

"Why" is compelling but frustrating. It makes us understand the logic of things. It forces us to think, not just repeat what someone said or believed. But it is often considered a frustrating technique that can flip into a "blame game" or annoy over-ambitious young professionals (as myself in working with John).

To master the "5 WHYs" - technique sounds easy. Just ask "WHY?" five times, right. That just won't get you ANYWHERE. You must always think and connect the answers to the next question. You are unfolding the logic of a problem not just getting answers. Use the "5 WHYs" technique to grok the logic!

Thanks, John, for sharing your greatness!