How can you use stakeholder engagement to identify trends and opportunities?

As a product owner or innovator, it’s your job to rally the entire team around one goal or objective, and push toward that goal despite: 1) Everything else I found success by assembling “task force” teams that were specifically created to improve a single metric like website AOV (average order value). The existence of a task force helped everyone from leadership and execs, to new team members, engage and understand the point of the work.

Para definir objetivos y el alcance de la innovación debemos tener en cuenta principalmente el enfoque al cliente, porque finalmente es para quien se desarrolla el producto.

Defining objectives *without* involving your stakeholders is a recipe for trouble, in my opinion. To truly engage your key stakeholders, you must approach them with hypotheses/assumptions based on your research to test. But the magic happens when you *collaborate* to define objectives *with* them. This way, they become thought partners, challenging us and elevating the importance/impact of our work. Their input, grounded in their functional expertise, provides us with the crucial context we need to define objectives.

Understanding your customer’s point of view is key to delivering lasting results and enabling a enduring partnerships. See it through their lens… collaborate with the end user when possible. Building within the framework provided by customer-empathy guided objectives will lead to well aligned results… and lasting relationships.

In my experience, the key lies in transforming the interaction with stakeholders into a collaborative team effort rather than a conventional "client-provider" dynamic. Each stakeholder has distinct perspectives and needs, so my strategy is tailoring my communication style to resonate with each one of them and also keeping them close for informal conversations (coffee breaks, venting sessions, brainstorming, etc.) can help extract valuable insights and create an environment where diverse ideas flourish. This approach not only enhances trend identification but also opens avenues for uncovering unforeseen opportunities!

Sometime back when a satchet shampoo company was identifying stakeholders they came to know that municipality and cleaning crew is also a stakeholder because the shampoo satchets ends up in drainage and cause problems for them they changed the way it is packed thus look for the entire supply chain and look for who all get impacted? that is a stakeholder divide them into direct and indirect stakeholder

🟢 True magic happens when small groups of empowered stakeholders collaborate. To ensure efficient decision-making, stick with the DACI. Split your stakeholders into four groups: drivers, approvers, contributors, and those you Inform.

Pontos que considero fundamentais: 1.Identifique e mapeie os stakeholders relevantes para o seu projeto ou área de análise de negócios. Isso inclui clientes, funcionários, fornecedores, reguladores e outros que têm interesse direto ou indireto na organização. 2.Realize entrevistas e consultas regulares com os stakeholders para entender suas necessidades, expectativas e percepções em relação ao negócio. Essas interações fornecem insights valiosos sobre as tendências do mercado e as oportunidades emergentes. 3. Organize grupos de foco e workshops envolvendo stakeholders-chave. Essas sessões colaborativas permitem a coleta de ideias, opiniões e feedback direto, contribuindo para a identificação de tendências e oportunidades.

Mapping stakeholders is not a one-and-done effort. Make sure you iterate on the stakeholder map, as their interest, influence or needs might change. In later iterations, make sure you add insights like how and when to interact effectively with each stakeholder.

In my experience conducting stakeholder analysis is key to identify and prioritise your interactions while also understanding their interests and values. From there I’d suggest a creating a engagement plan and using appropriate tools to capture feedback. Examples here might be focus groups, 121 interviews, workshops these could all happen in person and online. This doesn’t all need to be super formal it could just be offering to buy someone a coffee if they give you 5 mins of feedback on your latest prototype.

to keep stakeholders engaged - show them the problem - capture their thoughts - capture their learnings - capture their objections - capture their motives - capture their impact

🟢 The four principles of A-team stakeholder engagement: 1. Hooking with the context 2. Engaging with storytelling 3. Winning with data 4. Convincing with over-communication.

Do not shy away from passive engagement! People that actively support your customers in their use and interaction with the products gain a deep insight on their pain points and are let in on potential product enhancing ideas directly by the customer. Stay engaged with your customer support and success colleagues in regular exchanges to leverage their direct connections with the actual users of your products, since this will funnel honest opinions that go deeper than any survey or feedback call!

Sugiro dois pontos: 1.Estabeleça comitês consultivos que incluam representantes de diferentes grupos de stakeholders. Esses comitês podem fornecer orientações estratégicas, contribuindo para a identificação de oportunidades alinhadas às expectativas do mercado. 2.Implemente sistemas de feedback contínuo para coletar opiniões e sugestões regularmente. Isso cria uma cultura de colaboração e permite a adaptação rápida às mudanças nas preferências dos stakeholders.

Make sure you match the type of interaction to the stakeholder's value. You have limited time and resources, so don't go on 1-1 interviews with everybody. With some stakeholders you should interact multiple times and with others just a survey or feedback form is enough.

to analyse your findings, build a context tree start with the problem at top build a pyramid to all the items leading to that problem and then add reasons what is causing them and capture the essence from them then see the frequency, common patterns and build the important findngs in one place

🟢 Product Research = Quantitive Research + Quantitive Research. You need both. Both feed each other. It's expansive but worth it (high ROI). Nevertheless, don't overdo it.

Focus on what to analyze and how deep to go with it! While tools, such as the ones mentioned above, can bring clarity and enable the view on a bigger picture, you should not over-analyze with throwing every possible model or tool at your findings. Sometimes the great tool is listening to your stakeholders and find patterns in the things they say, request, praise or complain about. This can give you valuable results that a tool alone would not provide. Combines with the use of the right tools (for you!) you can determine the value of a suspected trend for your product.

Utilize dados de clientes, como padrões de compra e feedback, para identificar tendências de mercado e oportunidades de inovação. A análise de dados fornece insights baseados em evidências.

I think Foresight frameworks are the best to identify and analyze trends and opportunities. SWOT and PESTLE are outdated, but Porter's five forces framework is still very powerful. Remember, you are looking for potential, not the perfect recipe for success. Don't cross over to the "analysis paralysis" side. In this early stage, everything is more-or-less an assumption.

From my experience, stakeholder engagement can indeed become complex, especially when stakeholders have conflicting priorities or vie to have their insights prioritized. For instance, in a tech company developing a new app, you might have stakeholders from marketing pushing for features that enhance user engagement and monetization, while the user experience team advocates for simplicity and ease of use. In such cases, the process of generating and validating ideas becomes a balancing act. After initial engagement to gather diverse insights, ideas are generated with a holistic view of these varied priorities.

build a stack of ideas put them in a list and start capturing the pros & cons add the weightage to points that are important identify the blockers and see how you can address them through a solution

🟢 Continuously repeat the three steps of the hypotheses loop to turn ideas into $. 1. Generate hypotheses through research and design sprints 2. Validate hypotheses through experiments 3. Fine-tune hypotheses through experiments post-analysis

1.Envolva-se em eventos, conferências e feiras relacionadas ao setor de negócios. Isso proporciona a oportunidade de interagir com stakeholders externos, aprender sobre inovações e identificar tendências emergentes no mercado. 2.Acompanhe as redes sociais para entender as conversas e as opiniões dos stakeholders sobre a marca, produtos ou serviços. Isso pode revelar percepções importantes e indicar áreas de melhoria ou oportunidades. 3.Compare o desempenho e as práticas do seu negócio com os concorrentes. O engajamento com stakeholders externos, como clientes e fornecedores, pode fornecer insights valiosos sobre as práticas do setor e identificar oportunidades de melhoria.

Teresa Torres' Opportunity Solution Tree is really useful in this stage. Remember, you can validate your ideas by testing the critical underlying assumptions. You don't need to build a high-fidelity prototype from the start. Start with quick tests and if you get promising results, progress towards higher fidelity prototypes. I've seen many companies spend months building a prototype then realizing they could have invalidated their idea with a simple test.

Avoid losing your focus on your product in the pursuit of continuous iteration and innovation. While delivering a shiny new feature or a commonly wished for new process, remember the roots of your product. Make sure it has as much stability as it needs to perform its best. Dive into the backlog of tech debt before chasing the rush of the next big release. Ignoring tech debt in favor of new features gets you fast wins and brownie points with a stakeholder, but building on a broken foundation will result in more work in the future.

🟢 You will rarely get it right the first time. And guess what? No one does. Good team, try, fail, —> move on. Great teams try, fail, learn —> try, fail, learn —> try, win.

Monitore os resultados, verifique o que melhorou e o que pode evoluir mais ainda. Atente-se as rápidas mudanças do mundo BANI, seja adaptável e flexível em relação as mudanças. Ouça ativamente seus clientes e steakholders estratégicos. Analise, avalie,monitore e siga uma melhoria contínua.

One the most important aspect is co-design of the ideas and products. You need to engage your stakeholders from very early stage and develop your product in collaboration with them. In this way you can produce the best product that your stakeholders understand and engage with it. So remember these three stages: Co-design Co-develop Co-create