Stand for one distinctive thing that will give you a competitive edge. By standing for one thing, you broaden your appeal and narrow your position.
What activities are you or your customers forced to perform today that are slow, hard, and ungraceful? What product or service could you invent to give you or your customers the superpowers to make those activities quick, easy, and graceful?
How often do you or your teams spend time with actual users or customers? What could be done to improve this collaboration?
Teams often hurry to produce speculative features or services that customers never or seldom use. It's usually better to slow down and first explore whether or not a new thing needs to be produced. Get fast, frugal feedback on what does or doesn't add value before adding more work.
Take smaller, safer steps and validate continuously. This will help make an ordinarily painful and error-prone integration into a quick, easy, and graceful one.
Don't let seniority, obedience, or tradition impede innovation. Empower people to experiment and measure the impact of their ideas safely.
Unfortunately, too many people, including executives, product managers, and POs, fall into the trap of thinking that they alone should control what to build and be the sole decision-makers. This approach limits a team's ability to be poised to adapt, diminishes what the team can achieve, and doesn't serve the customers of the product.
You can only guess what customers want or need inside your company. Get out of the building to learn from people, such as potential or existing customers.
Pay attention to how people use your offering; you'll learn how you may be failing your customers.
Within every sophisticated solution lies a more basic version waiting to be delivered sooner. Instead of delivering a big-bang release, begin with a little bang. By learning how people use a minimal solution in order to know how to improve a solution.