R074 - Product Discovery, with Priscila Lopez

Discovery is an experience that awakens multiple emotions. Sometimes, it's a spark of curiosity that drives us forward. Other times, it's the unease of the unknown, not knowing what we will find. There are moments when the discovery surprises us and others when it leaves us thinking, rethinking what we thought we knew. In each discovery, there is something that transforms us, that invites us to see beyond the obvious, to connect with new ideas or perspectives. The true essence of discovery lies in the process, in what we feel and learn as we move forward. So, how about we allow ourselves to explore what we haven't seen yet? We talk about Product Discovery with Priscila López, Digital Product Director at ManoMano.

R074 - Product Discovery, with Priscila Lopez

What is the real world to you?

The real world is made up of small details. It's the little everyday things that form our reality, from what we eat to the weather or the people we meet in our daily lives. We all live in our own 'real world,' and over the years, I've realized how different mine can be from others. I feel very grateful for the luck I have in my daily life, as my personal reality is very privileged compared to many others.

What is product discovery?

Product discovery involves identifying problems or opportunities and designing solutions for them. It's an essential part of product management because without this process, it's difficult to generate real impact. It's about understanding user needs and responding with appropriate solutions.

Discovery is about identifying a problem you want to solve, but also about seizing opportunities. Without this phase, it's difficult to generate impact.

Discovery is basically about identifying a problem you want to solve. I don't really like talking about problems, even though I think we do it a lot in product, because I think it sometimes has somewhat negative connotations. So, you miss the opportunities. But well, let's understand that they are opportunities and problems. Seeking a solution. Discovery for me is about this, designing, identifying solutions, or designing solutions for opportunities, as I said. I think it's a very important part of product management because, in the end, really without discovery, it's very difficult to create an impact. So, for me, it's key and a fundamental part of our role in any digital company.

Why is discovery perceived as unnecessary?

That perception usually comes from areas outside of product. Sometimes it's believed that discovery slows down the process or consumes many resources. However, what really becomes costly is not doing it, because if a product is launched that doesn't work, the cost is greater than the time invested in understanding the problem well from the start.

Therefore, I do think it's a perception, but in my opinion, it's a mistake because if you see and weigh everything, in the end, you are actually saving time and creating greater impact.

What do you think about simplifying the product?

Simplifying is crucial. If a feature is not adding value or has very low usage, it's best to remove it. This helps reduce complexity and improves the overall efficiency of the organization, allowing teams to focus on what really matters.

Currently at ManoMano, we have conducted an analysis regarding this, on how we can simplify the tech stack, but also features that really have a very low level of usage and add complexity to the whole company, no value.

Often, short-termism seduces us with promises of quick results. But what are we sacrificing along the way? By focusing only on meeting immediate goals, we forget that every decision we make should align with a deeper purpose. Building something lasting? When we rush to deliver quickly, we lose sight of the long-term vision, the true essence of what we want to create.

Strategy, on the other hand, invites us to think about tomorrow, to make decisions calmly, to learn, to innovate, and to create real value. If we let ourselves be carried away by urgency, where does our commitment to the user, to the product, to the legacy we want to leave, remain?

In the end, what really matters?

Discovery Culture

The organization must be in constant evolution. Needs change, and it's vital to reconsider if the current structure is adequate.

What cultural barriers do you usually find in organizations?

One of the main barriers is the lack of space to make mistakes. And of course, everyone says yes, that they give you permission to make mistakes, but do it quickly and cheaply. So, it's not that easy. Innovation requires making mistakes, and although many companies say they are willing to accept failure, in reality, they often do not allow it.

Another problem is when the company's values do not match what is really experienced day-to-day. Without trust and an environment where experimentation is allowed, it's difficult to truly innovate.

Discovery Teams

How do you structure teams to maximize efficiency and learning?

I believe the organization must be in constant evolution. The company's needs change, and it's essential to adapt to those new realities. At ManoMano, we work in cycles and use PI Plannings, where not only the work is organized, but also the discovery.

Here, all relevant teams are involved: product, design, engineering, and business. Thanks to this, we identify which people and which teams should contribute to this discovery to succeed. In this way, we ensure that everyone is aligned, understands the priorities, and can contribute to the project's success. And also, we ensure that those efforts are possible.

Sometimes, perhaps, we want to tackle too many topics at once, and decisions have to be made, and there has to be arbitration. This is also the moment when we do this. So, this helps us a lot to be more efficient as an organization, regarding discoveries as well, not just deliveries.

Why don't you let teams decide when to do the discovery?

At ManoMano, we combine top-down decisions with a bottom-up approach. That is, the company leaders have a clear vision of the priorities and objectives, but there is also room for teams to propose their own discoveries and priorities.

Arbitration happens when both visions meet, and it is at that moment that we decide which projects make the most sense and which problems we should solve first.

Discovery and Business Objectives

How do you align product discovery priorities with strategic objectives?

I think it's impossible not to align them. Not because it's easy, but because it's an obligation as a company. The alignment between discovery priorities and strategic objectives is fundamental. If there is a disconnection, you won't achieve the product being aligned with the company's vision. We review the strategy and vision periodically, and then define objectives that we segment into shorter cycles, of two or three months.

Each team is responsible for defining how they can contribute to those objectives and what key results they can achieve.

Prioritizing is about saying no, and it's not easy. There are many interesting topics you could address, but resources are always limited.

What is the best way to prioritize?

Prioritizing means saying no, which is not easy. There will always be many interesting topics to address, but resources are limited. To make coherent decisions, it's important to be pragmatic and data-driven.

I also find it essential to avoid constant changes in direction that prevent learning from mistakes and end up wasting resources. Although it's important to be flexible, it's necessary to have a structure and clear objectives to prioritize correctly.

How does discovery adapt to the different phases of the product life cycle?

Discovery changes according to the product phase. In new products, discovery is more extensive and requires a lot of time because you need to deeply understand users, their needs, and problems. In more mature products, discovery is more constant but also more complex because you are no longer looking for big insights but adjusting small details to improve the product. In this phase, it's more challenging to identify the real impact of changes.

One thing that happens sometimes, which is quite interesting, is that you might see a good market fit with your product, launch it, and then users use that product in a different way.