Start by validating a narrow problem and the people affected by it. A founder should understand the current workflow and alternative, why the issue matters, who can authorize a change, and what evidence would show that a proposed solution improves an outcome. The NSF’s I-Corps approach emphasizes customer discovery with potential customers and stakeholders; SBA guidance also stresses a defined target market and competitive analysis.
Direct answer
Start by validating a narrow problem and the people affected by it. A founder should understand the current workflow and alternative, why the issue matters, who can authorize a change, and what evidence would show that a proposed solution improves an outcome. The NSF’s I-Corps approach emphasizes customer discovery with potential customers and stakeholders; SBA guidance also stresses a defined target market and competitive analysis.
A practical sequence
- Name a segment, use case and job in plain language.
- Collect recent behavioral examples and observe the process where appropriate.
- Identify competing products, manual workarounds and the cost of doing nothing.
- Clarify user, buyer, procurement and switching constraints.
- Test the riskiest assumption with the smallest credible experiment.
Limits and boundaries
A founder should distinguish evidence from assumption and record sample limitations. Positive feedback, a waitlist or a prototype demo may not predict purchase or repeat use.
Sources and review
- NSF I-Corps — Accepted team informationAuthoritative context for this original educational answer.
General education, not individualized business, investment, legal, technical or regulatory advice. Reviewed 31 October 2026. Context and requirements vary; consult qualified specialists where appropriate.