The thing about Discovery in Product Management - it is a Love and Hate relationship

The discovery phase in product management has always secretly been my favourite. I can't quite admit it out loud, because truth be told, I love all of it - it would be like saying out loud that you have a favourite child. Despite this, I love discovery the most.

There are buts and ifs, though.

I love discovery when there is a reasonable amount of time to do it and reflect on the results. I love discovery when I am surrounded by people who are truly curious about their customers and the market, people who are obsessed with ensuring the solution that we are developing is relevant and loved by the customers.

I absolutely love it when we learn that we have been somewhat wrong in our assumptions and come up with new ones based on our learnings. That's where the magic happens. And it does feel like magic - you and your team jump into the unknown, hoping for the best, and you come back with ideas so much better than the ones you could have ever dreamt up on your own.

At the same time sometimes I truly hate discovery.

I hate discovery when it is being done just because it's a part of doing product management correctly and one MUST check it off the list. Especially when there's little time and analysis, and discussion about the findings is sacrificed in the process. It’s like watching a disaster happening in slow motion and not being able to stop it.

I hate it when a Product Manager doesn't have the mandate to make decisions about the product based on their findings during the discovery phase. For example, I have found myself convincing a manager that it is a good thing that the research shows that their initial idea is not quite right for the market because now we can make the necessary changes early on, while both of us actually know they will do everything humanly possible to get their idea into production unchanged.

I hate it when I have long conversations about the methodology and it becomes more important than the topics we are curious about. And don't get me wrong, I LOVE discussing methodologies, but it should not be the main thing. I also hate it when I am the only one in the room routinely doubtful of my own gut feeling (until validated with the customers) and surrounded by very strong opinions. It feels like there is no space for discussion or dreaming of a better future together in those situations.

Have you ever found yourself in situations like these?

The funniest and saddest aspect about the whole situation is that the customers and stakeholders will have their say anyway, regardless of whether the discovery was done well or not. The product will be launched, and the market will either accept or reject your product - for its problem-solution fit, for its usability, for its legal compliance, and beyond. It's just a question of whether you listened earlier and made the necessary changes during the discovery or design phases or you will have to make them once the product is already launched. I am not saying that if you did do discovery, you will not learn you were wrong in some aspects and will still have to make changes - because you will! But often it's a question of whether you missed the mark completely or just slightly.