‘The biggest competition when you are innovating is being irrelevant.’ These are the words from Sean Ellis to describe why solving a genuine problem is the key to success.

This definition of a Minimum Viable Product (MVP) by Jon Lax is the best I have seen. Here is the reason why...

I frequently mention how you should aim to build a product that is significantly better than the existing solutions. But how do you measure this?

I’ve written a lot recently about how I recommend you prioritize building solutions that delight your users. They should take preference over those features that simply satisfy them.

Satisfiers are those features that will lead you into a false sense of achievement, with continuous, steady growth. However, they won’t help you achieve outsized growth.

When it comes to innovation, we want to ensure we prioritise the right features to build, and the Kano model is a great resource for this.

If your product team isn’t obsessed with numbers, then they are probably a feature-driven team. What you really want an outcome driven team…

This brilliant piece of advice came from Debbie McMahon during her talk last week at ProductCon. If you are a corporate innovator, take note…

Until recently, we could focus our efforts on creating products that people love. Now we also need to have a clear revenue model from the start and validate it quickly.

Here are the three biggest lessons I have learned while working in Product Leadership and Innovation.

If you are struggling to ‘see the wood from the trees’, then it is possible you are spending your time solving the solution, and not the problem.

The ONS announced a significant increase in company registrations in Q3 last year. I believe that this is the birth of a new era of innovation. This is why…

It is essential to have a clear vision and goals for your business or product. Here are three crucial questions you should ask yourself to help you achieve success

A high performing product team requires the Product Manager, Product Designer and Engineering Lead to work together effectively. But for this team to also build exceptional products, there needs to be a healthy tension between them.

Autonomy promotes individual growth and fosters and strong team environment. However, it also comes with responsibility and accountability.

The ‘messy middle’ is the point where the project has gone past the initial exciting phase, and you start to encounter implementation challenges that can seem unachievable. Often the best option is to persist. This is how.

Unknowingly we often choose to build our software in ‘hard mode’, which can be a long and challenging. We can however build it in ‘easy mode’, which can turn a marathon into a sprint (well sort of).

A strong foundation relies on a solution that solves a genuine problem for its target market, that is usable, technically feasible and viable from a business perspective. But what do I mean when I say ‘usable’, ‘feasible’ and ‘viable’?

In many ways digital innovation and the construction industry are worlds apart, however there is a fundamental similarity that is key to their success. The difference is the construction industry is doing it much better than we are.

The riskiest phase for a new product is the point between the conception of the idea, to when it is profitable and self-sustainable. So many products fail at this stage that it has come to be known as the ‘Valley of Death’. Here are 5 steps to help you survive it.