An opportunity solution tree is a visual map of continuous discovery, popularised in the product community. The desired outcome, with a measure, sits at the root. Below it are opportunities: customer needs, pains and desires found in research. Each opportunity gets several possible solutions, and each solution gets assumption tests. The tree shows why each idea exists and which ones have not yet been tested.
How to use
- Write the desired outcome at the root, with a measure: from how much to how much, or which indicator should change.
- Add opportunities below, written as customer needs or pains, not as features.
- For each opportunity, list at least three solutions and, below each one, the cheapest test that would show whether it works.
- Read the checks: outcome that is a deliverable, opportunity written as a solution, solution without a test and opportunity with few solutions.
- Export the tree as PNG or PDF and the summary by opportunity as CSV or Markdown.
What each field asks for
| Field | What to enter |
|---|---|
| Tree | Root: desired outcome. Below: opportunities (needs and pains), then solutions and, at the last level, assumption tests. |
Example
A fictional grocery app wants to increase from 35% to 50% the new customers who place a second order within 30 days. The tree has 3 opportunities, 6 solutions and 5 tests. The opportunity "I do not know what to cook with what is left from my first order" already has three solutions, all with a test, and is ready to test. The checks point out that "delivery feels expensive for a small order" has only two solutions, one of them without a test, and that "I forget to order before the food runs out" has only one.
When to use
- When the team has been given an outcome to pursue and must decide where to invest discovery.
- To organise what came out of customer interviews and link each finding to a goal.
- When there is a favourite solution and it needs comparing with others before building.
- To show leadership why the team chose one opportunity over another.
Frequently asked questions
What is the difference between an outcome and an output?
An output is what the team builds, such as a feature or a launch. An outcome is the change the output should cause, such as more customers placing a second order. The root of the tree is always an outcome, with a measure.
What counts as an opportunity?
A customer need, pain or desire, discovered in research and written in their words. "I do not know what to cook with the leftovers" is an opportunity; "add recipes" is already a solution.
Why compare at least three solutions?
With only one, the team tests whether its favourite idea works, not which one is best. Comparing three or more reduces attachment to the first idea and raises the chance of finding a cheaper or stronger solution.
What is an assumption test?
It is the cheapest experiment that shows whether an assumption behind the solution is true: an interview with a paper prototype, a pre-sale page, a message sent by hand. It comes before building.
How many levels can the tree have?
Here there are four: outcome, opportunities, solutions and tests. Large opportunities can be broken into smaller ones, but in this format it pays to keep each level with a clear role.
How often should the tree be updated?
After every new interview or test result. It is a living map of discovery, not a document written once and filed away.