In a recent live class session, Ed Biden, co-founder of Hustle Badger, provided an in-depth look at Opportunity Solution Trees (OSTs). This is a summary guide to the class, including the referenced materials.
You can read our round up here to understand the key takeaways from the session, or watch the full Opportunity Solution Tree Class on Youtube.
This Opportunity Solution Tree class covers the structure of OSTs, their benefits, and answers various audience questions. The class format was a walk through the concept of OSTs, facilitated by a Miro board, followed by Q&A from the audience.
The Hustle Badger Opportunity Solution Tree Class Miro Board Template
Opportunity Solution Tree Class Contents
Introduction to Opportunity Solution Trees
Opportunity Solution Trees (OST) are a structured approach to product discovery and strategy. They help teams visualize their objectives, identify opportunities, and prioritize solutions.
The framework was developed by Teresa Torres and is particularly useful as it creates a clear connection between goals and actionable steps.
In essence Opportunity Solution Trees (OST) provide a structured method for decision-making. “They guide product managers in aligning their teams and resources towards clear objectives.”
Using OSTs has other benefits, such as forcing product managers to maintain a user-centric approach. By continuously linking opportunities and solutions back to user needs, the development process becomes more impactful. Ed encouraged product managers to regularly engage with users to validate their assumptions and solutions.
Additionally, they can aid in strategic planning. By visualizing the relationship between objectives, opportunities, and solutions, product managers can better communicate their strategy to stakeholders. “A well-structured OST can serve as a powerful tool for alignment and buy-in.”
Get the Hustle Badger Guide to How to Build an Opportunity Solution Tree
What is an Opportunity Solution Tree?
An Opportunity Solution Tree is a visual representation that outlines the relationship between desired outcomes and potential solutions.
It consists of four main levels: objectives, opportunities, solutions, and assumptions.
The Four Levels of OST
- Objectives: The ultimate goal or desired outcome that the team aims to achieve.
- Opportunities: The various problems or business opportunities that can help reach the objectives.
- Solutions: Specific features or initiatives that address the identified opportunities.
- Assumptions: The risks and hypotheses associated with each solution that need testing to validate effectiveness.
Defining Objectives
Defining objectives is the most critical step when setting up any OST.
Ed emphasized the importance of establishing both qualitative goals and quantitative measures. A qualitative objective serves as an inspiring mission statement, while a quantitative metric provides a way to measure progress.
For example, an objective might be to “Increase our user base” with a metric of “Growing monthly active users from 80,000 to 120,000 by March 31”.
The Hustle Badger Opportunity Solution Tree Class Miro Board Template
Understanding Opportunities
Opportunities in the OST represent areas where teams can focus their efforts to create impact. “Opportunities are often customer problems, but they can also be business-related.”
Identifying these opportunities involves engaging with users, analyzing data, and understanding internal processes.
Ed outlined four effective methods for discovering opportunities:
- Do Discovery: Conduct user interviews to uncover pain points
- Use Customer Journey Mapping: Analyze behavior data to identify trends
- Hold ideation sessions: Include internal subject matter experts for insights and ideas
- Perform competitor analysis: understand if you’re missing functionality which is becoming pay to play
Prioritizing Opportunities
Once opportunities are identified, prioritization is essential. Ed suggested evaluating opportunities based on evidence, potential impact, and alignment with business goals. “You should have more than one opportunity to prioritize effectively.”
Factors to consider when prioritizing include:
- Customer Factors: Assess the number of customers affected and the severity of the problem.
- Company Factors: Consider the broader business strategy and objectives.
- Market Factors: Evaluate competitive positioning and market dynamics.
These help product teams make informed decisions on which opportunities to pursue first, ensuring that their efforts align with overall business objectives.
The Hustle Badger Opportunity Solution Tree Class Miro Board Template
Exploring Solutions
Once opportunities are identified, the next step is to explore potential solutions. Ed emphasized that solutions should not only address the opportunities but also align with the defined objectives. “Every solution should be a direct response to an identified opportunity.”
When brainstorming solutions, Ed recommended encouraging diverse thinking to get to the best solutions. He suggested running stakeholder workshops and involving cross-functional teams and internal experts to bring different perspectives to the table.
Key aspects to consider when exploring solutions include:
- Feasibility: Assess if the solution can be realistically implemented with available resources.
- Desirability: Ensure the solution resonates with user needs and preferences.
- Viability: Evaluate whether the solution aligns with business goals and can sustain profitability.
Ed encouraged teams to prototype solutions quickly. “Rapid prototyping allows for early feedback.” Iterating helps refine ideas based on real user input, ultimately leading to more effective solutions.
Linking Solutions to Outcomes
Ed stressed that teams must ensure each solution directly contributes to achieving the objectives set at the beginning of the OST process. “If a solution doesn’t link back to an objective, it may not be worth pursuing.”
To facilitate this, Ed suggested using metrics and KPIs. Measurement provides a way to track progress and assess the effectiveness of solutions. “Define success metrics early on so that you can measure the impact of your solutions against your objectives.”
Additionally, teams should consider feedback loops. Regularly revisiting the outcomes can help teams make necessary adjustments to their solutions as they learn more about user needs and market conditions.
Assumptions and Risks
The Hustle Badger Opportunity Solution Tree Class Miro Board Template
Every solution comes with its own set of assumptions and risks. Ed emphasized the importance of identifying these elements early in the OST process. “Assumptions can be blind spots, and addressing them upfront can save time and resources down the line.”
Teams should document their assumptions for each solution to create a clear understanding of what needs validation. Ed suggested using a simple format: “For each solution, list the assumptions and the evidence supporting them.”
Furthermore, Ed highlighted the need for risk assessment. “Evaluate the potential impact and likelihood of each risk.”
This can help prioritize which risks to address first, ensuring that the team focuses on the most critical areas.
Best Practices for Creating OSTs
Creating an effective Opportunity Solution Tree requires a structured approach. Here are some best practices highlighted during the class:
- Start with Clear Objectives: Clearly define what you want to achieve. Establish both qualitative and quantitative measures to guide your team.
- Engage Cross-Functional Teams: Involve team members from different functions to gather diverse perspectives during the brainstorming process.
- Iterate and Update: Treat the OST as a living document. Regularly revisit and revise it based on new insights and evidence.
- Document Assumptions: Clearly outline assumptions for each solution. This will help identify risks and areas needing validation.
- Use Metrics and KPIs: Define success metrics early to measure the impact of your solutions against your objectives.
Ed emphasized that “The goal is to make informed decisions that lead to high-impact solutions.” By adhering to these best practices, teams can enhance their product discovery process and ensure alignment with business objectives.
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Common Questions and Insights
Throughout the class, attendees posed questions that illuminated key aspects of the OST framework. One such question was how to prioritize between conflicting opportunities. “Prioritize based on impact and alignment with your objectives. Sometimes, tough choices are necessary.” Ed additionally highlighted the importance of strategic decision-making.
Another question addressed the role of customer feedback in the OST process. Ed emphasized that customer insights should be integrated continuously. “Feedback should inform every stage, from identifying opportunities to validating solutions,” he stated.
Participants also inquired about the frequency of reviewing the OST. Ed suggested regular check-ins, stating, “The OST is a living document. Revisit it as your understanding of the market and users evolves.” Adaptation ensures that the framework remains relevant over time.
Integrating OST with OKRs
Integrating Opportunity Solution Trees with Objectives and Key Results (OKRs) can enhance both frameworks. While OSTs help identify opportunities to achieve objectives, OKRs provide a method for setting and measuring objectives. “Combining these two can create a powerful alignment tool for teams.”
When integrating, Ed recommended aligning the top-level objectives of the OST with the key results of the OKRs. This ensures that the solutions developed through the OST directly contribute to achieving the set objectives. “It’s about creating a cohesive strategy.“
Additionally, using OKRs to set measurable outcomes for each solution can provide clarity on success metrics. This alignment helps teams stay focused and accountable throughout the product development process.
Hustle Badger OKR template: Google Sheets | Excel | Notion
Impact Mapping vs. Opportunity Solution Trees
Impact Mapping and Opportunity Solution Trees (OST) serve different purposes in product management. Ed explained that his understanding was that impact mapping starts with the business objective and identifies actors who can help achieve that goal.
In contrast, OST focuses on the relationship between objectives, opportunities, solutions, and assumptions. “OST allows for a broader exploration of opportunities without being confined to specific actors”.
While both frameworks aim to improve decision-making and align teams, Ed suggests choosing the one that best fits the context. “There are lots of variations on these trees; pick the one that resonates with you,” he advises.
Ultimately, the choice between Impact Mapping and OST should depend preferences, personal and team, and project requirements.
Guide to Building an Impact Model for your Product Roadmap
Opportunity Solution Tree Class Wrap up
In summary, Opportunity Solution Trees are a powerful framework for product managers seeking to align objectives with actionable solutions.
Consider implementing the OST framework in your product management processes. Begin by defining your objectives and exploring opportunities with your team. Utilize the insights gained to create a robust OST that guides your product strategy.
Regularly revisit and update your OST as new information arises. This iterative approach will keep your team aligned and focused on delivering value to users. Save and bookmark this Opportunity Solution Tree class for when you need to revise or revisit the framework,
Hustle Badger Resources
Opportunity Solution Tree Class resources
Supporting Hustle Badger Guides
Other Resources
Teresa Torres OG articles on OSTs
Opportunity Solution Tree Class Questions
Can Opportunity Solution Trees be used for new products?
Yes, Opportunity Solution Trees can be effectively utilized for new products. They help teams clarify objectives and explore opportunities, making them suitable for both new and existing products.
Ed recommended revisiting the OST regularly, especially after significant new insights or evidence are gathered. Treat it as a living document that evolves with your understanding of the market and users.
Is it necessary to involve all team members in the OST process?
While not mandatory, involving cross-functional team members can enhance the quality of the OST. Diverse perspectives lead to more comprehensive opportunity and solution identification.
How detailed should the solutions in an OST be?
The level of detail for solutions can vary. Ed suggested developing one or two solutions in depth while leaving others at a higher level. Focus on the solutions that are most critical to achieving your objectives.
