Criteria for Creating Great Association Products
The Innovation Sweet Spot: Desirability, Feasibility, Viability, and Sustainability
Summary
“This is the best time ever to make something. None of the greatest, coolest creations 20 years from now have been invented yet. You are not late.”
Kevin Kelly
Associations are only as vital as the value they create for their communities.
The innovation sweet spot exists at the intersection of desirability, feasibility, viability, and sustainability. This is where product innovation happens. This innovation can only occur by understanding and anticipating the needs of our members and creating successful products that fulfill their needs.
Associations create a lot of stuff. Members don’t want or need more stuff. They want value to help them solve problems, feel connected, and grow as professionals.
In the product community, we focus on building and sustaining relationships. This allows us to operate with fidelity and instinct; it is how we create an innovation rhythm. In doing so, we develop (at least) two awesome outcomes: a thriving membership and healthy, diversified revenue.
The Product Community is a product development learning community designed specifically for associations.
Why The Innovation Sweet Spot is Important
“Discipline is hard — harder than trustworthiness and skill and perhaps even selflessness. We are by nature flawed and inconstant creatures. We can’t even keep from snacking between meals. We are not built for discipline. We are built for novelty and excitement, not for careful attention to detail. Discipline is something we have to work at.”
Atul Gawande
Associations need frameworks to help them make sense of the world. Without them, we run the risk of not understanding or meeting our members' needs no less sufficiently future-proofing our associations. We care about value creation in the product community. People don’t want more stuff. They want quality value to make their lives easier, to be connected, and to learn new things.
The innovation sweet spot was envisioned at IDEO by Tim Brown. IDEO is a design company known for its human-centered, interdisciplinary approach to design thinking. They remain leaders in creating positive impact through design by applying creative mindsets, skills, and practices.
The innovation sweet spot was originally devised as the intersection of desirability, feasibility, and viability. Though I’m not the first, I added a fourth criteria called sustainability to help differentiate the model for associations and other social innovation organizations. In this context, sustainability is long-term connection and meaningful impact.
Here are the criteria in more depth. By answering these questions, we can evaluate the efficacy of developing and launching new products.
Desirability. This is how much people want or need your product. It focuses on user satisfaction and the product's ability to meet customer needs. Questions to determine desirability:
Does the product solve a problem or meet a need for users?
Is there a demand for the product in the market?
Do potential users find the product appealing and easy to use?
Feasibility. This assesses whether it’s practically possible to develop and deliver the product. It looks at technical, operational, and resource-related aspects. Questions to determine feasibility:
Do we have the necessary technical expertise to develop the product?
Are the required resources (financial, human, technological) available?
Can the product be developed within a reasonable timeframe?
Viability. This concerns the economic aspects of the product. It explores whether the product can generate revenue and sustain itself in the market. Questions to determine viability:
Is there a viable business model for the product?
Can the product generate sufficient revenue to cover costs and make a profit?
Are there potential revenue streams, such as sales, subscriptions, or partnerships?
Sustainability. This looks at the long-term impact of the product on membership, society, and the business itself. It considers ethical, social, and environmental factors. Questions to determine sustainability:
What is the environmental impact of the product's lifecycle?
Does the product align with ethical and social values?
Can the business maintain its success and relevance over the long term?
The innovation sweet spot helps associations position their value creation decisions on a couple of key decisions. Knowing, using, and getting better at the sweet spot will push us to be realistically innovative and highly in-tune with our communities.
In doing so, we place equal value on things important to all associations: human values (desirability and usability), business performance (viability), capabilities and technology (feasibility), and long-term impact (sustainability).
An Association Example
"Given the chance, people will buy from people who care.”
Paco Underhill
Before we jump into an example, let’s quickly align the product criteria with the business model canvas we covered in an earlier article. Here feasibility (can we deliver the product?) aligns with the part of the canvas that explores the importance of key partners, key activities, and key resources to successful execution (see blue boxes).
Desirability (do customers want the product?) aligns well with the value creation parts of the canvas: the value proposition, customer relationships, channels, and customer segments (see yellow boxes). Viability (what is the product worth?) aligns with the bottom two blocks of the business model canvas: cost structure and revenue streams. There is no direct link for sustainability to the business model canvas.
By incorporating design thinking criteria into association product development, we can create value that is well-received by members while contributing to our relevance, growth, and impact. To drive this home, let's explore an example of a new association product that meets the design thinking criteria: a Mastermind Group designed to help mid-career member professionals create a learning network.
Desirability
Focus. Ensure the product aligns with the needs, preferences, and goals of our members. Consider their motivations, challenges, and expectations to create a solution that is not only functional but also resonates with their desires and interests. Solicit feedback through surveys, forums, or direct communication to understand what they find valuable.
Example. The Mastermind Group is tailored to the needs and desires of mid-career professionals. It provides a platform for members to connect, share experiences, and collaborate on learning and professional development goals. Desirability can be enhanced by addressing the specific challenges and aspirations that mid-career professionals face in their respective fields.
Feasibility
Focus. Evaluate the practicality of implementing the product within our existing infrastructure, resources, and capabilities. Consider factors such as technical feasibility, resource availability, and the capacity to adopt and support the product. Ensure that the product can be seamlessly integrated into our operation.
Example. The Mastermind Group is designed for ease of integration by utilizing platforms and communication tools that are readily accessible to members. Feasibility is enhanced by leveraging our expertise and resources to facilitate group sessions, ensuring that participation fits into members' busy schedules.
Viability
Focus. Assess the economic sustainability and potential for revenue generation. Explore different monetization strategies that align with our mission and values (membership fees, event sponsorships, partnerships, etc.). Consider the long-term financial viability by forecasting how the product will contribute to our overall financial health.
Example. The Mastermind Group demonstrates economic viability through a fee structure that supports the ongoing facilitation of group sessions, expert-led discussions, and resource sharing. We can also explore partnerships with industry leaders or learning institutions to enhance the value proposition, creating sustainable revenue while fostering member growth.
Sustainability
Focus. Extend the concept beyond environmental sustainability to encompass the long-term impact on our community, engagement, and market reach. Evaluate the potential for the product to maintain relevance over time, adapt to evolving member needs, and contribute to growth. Sustainable products foster ongoing member engagement and contribute to enduring success.
Example. Sustainability is embedded in the Mastermind Group by fostering a sense of community and continuous learning. The product is structured to adapt to evolving trends and member needs, ensuring its relevance over time. Regular feedback and assessments help refine the program, maintaining high engagement and contributing to the long-term success of mid-career professionals.
Any association can spin up a Mastermind Group, but our goal is to create one that succeeds. Applying the desirability, feasibility, viability, and sustainability criteria will help us do this.
It not only addresses the unique needs of our target audience but increases the odds that we can implement with success. This helps us contribute to our mission by creating a valuable learning network that supports the ongoing growth and success of the membership community.
Trust is Our Ultimate Currency
“Earn trust, earn trust, earn trust. Then you can worry about the rest.”
Seth Godin
There are tons of frameworks to help position associations for an innovative future. I like design thinking as it is human-centered and provides a powerful, ongoing lens through which to engage and build trust within and across our communities.
Thriving community is what differentiates associations from nearly any other organization or industry. We should not, however, take this for granted. Our members have access to other communities – in-person, online, etc. – that serve learning, connection, and networking purposes.
Adopting and embedding design thinking techniques will help us build, sustain, and deepen relationships with our members. It will help us focus on what’s important. Over time, as we get better at anticipating member needs, we can build new and exciting products that exceed their needs and keep them coming back for more.
Remember, product-led growth fuels connection. Join the product community and flip your destiny.
About the Author
James Young is founder and chief learning officer of theproduct community®. Jim is an engaging trainer and leading thinker in the worlds of associations, learning communities, and product development. Prior to starting the product community®, Jim served as Chief Learning Officer at both the American College of Chest Physicians and the Society of College and University Planning. Please contact me for a conversation: james@productcommunity.us.