"Supposing is good, but finding out is better."
Mark Twain
With needs and requirements
How to avoid building a solution that doesn't solve a problem at all.
New products, services or systems are very popular, especially in turbulent times, when the competitor is repositioning itself and you have to become more attractive to new target groups or highly qualified personnel. Is the right time for design thinking and ideation workshops? What nonsense!
So you are again chasing the next feature that nobody needs. Using attractive methods in the wrong context produces many ideas, but most of them are only solution-driven. Deciding which project should lead to success is a major hurdle for many companies. In the end, none of the ideas are implemented or even more products and services are produced that, in reality, no one needs. If innovation, adaptations or new developments are on the agenda, this is the right time to (finally) comprehensively engage with your existing or potential users.
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What are the individual services about, what are the results and benefits for you and your company!
Services
Would you like to know more?
Identify the actual needs of actual users!
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If you know the real needs of your potential users, you can develop products and services that solve real problems and thus become relevant for people. By elicitating user needs and the user requirements derived from them, ideas can always be validated right up to the finished implementation. The user becomes the relevant authority in the strategic process. Informed decisions and clear communication become possible... and the decision which project should lead to success is no longer a hurdle, but now becomes transparent. It may be precisely this view of your users' current needs that sets you apart from the competition.
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With the CAN model©, organizations are offered by swohlwahr with a method for evaluating their need orientation. The Capability for Needs model enables all stakeholders to work on a common assessment basis of risks and opportunities for new processes, concepts, products and organizational forms.
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Why don't you get serious now!
Needs Analysis with
the CAN model
Needs orientation as the basis of strategic project planning
Decision on product strategy, based on verified needs, needs report, evaluation of needs for suitability and conformity, processing of usage data
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User requirement system
A living process of regularly collecting and analyzing requirements and feature requests from a wide variety of stakeholders - in order to separate the "wheat from the chaff".
(read: to save money)
Acquisition, evaluation and documentation of information
and processing into requirements / user requirements.
User Research Management
Elicit the important and correct information about and from actual users and target groups
User research methods-knowledge imparted, user research plan (project-related), findings and fields of action
Human Centered Strategy Canvas
Development of a real (because relevant to users) "value proposition" without business bullshit blah blah blah.
Human-centered Strategy Canvas, Value Propositions, Key Activities, ROI, KPIs, Evaluation Strategies
User Requirements Buildup
Formulate, prioritize and weight requirements concretely at last - and thus create planning security
User requirements according to ISO known and accepted, roles and stakeholders informed, criteria for priority and weighting established, consensus building in organization and projects, responsibilities for user requirements clarified and documented.