Launching a software product without a clear plan is one of the most common mistakes founders make. Without structured validation, teams waste time and money building features that don’t meet user needs, developers end up refactoring constantly, and stakeholders struggle to align.
That’s why product discovery workshops are essential.
Every product should start with clear business goals, user validation, and a feasible technical strategy. And, a well-run software product discovery workshop should results in:
A viable product concept with a validated roadmap.
A clear feature prioritization plan (focusing on MVP).
A high-fidelity prototype to test with users.
A realistic development timeline and budget.
Getting to that is what this guide is all about.
Built upon the backbone of our experience, this guide is here to teach you about running a successful product discovery workshop—everything from who should be involved and key questions to ask, to common pitfalls you really want to avoid.
Let’s dive in!
What is a product discovery workshop?
A product discovery workshop is a structured session designed to define, validate, and plan a software product before development begins. It brings together stakeholders, product strategists, UX designers, and engineers to align on:
The problem to solve.
The target audience and their needs.
The technical feasibility of the idea.
The key features to include in an MVP.
The business strategy and monetization model.
“The goal is to really get the vision from the client. That’s usually step one. Just breaking it down: first step, ‘Hey, how are you? Nice to meet you. Tell me about the problem. Tell me about your vision.” - Mauricio Kiyama, VP of Product at DevSquad
A well-structured product strategy workshop ensures that product-market fit, usability, and feasibility are considered before investing in development.
Why and when should you run a product discovery workshop?
A product discovery workshop should come right after the product idea gets in your head. It really is the first action to take.
Many startups and SaaS companies skip discovery and dive straight into building. That’s a mistake. Here’s why:
1. It prevents costly rework
🚨 Without discovery: You might invest months building features that users don’t want—wasting time, effort, and resources for nothing.
✅ With discovery: You validate assumptions early and focus on the right problems. If you find that the product is not what users want then you can pivot before committing your resources.
2. It defines clear business goals
A product without a defined purpose will struggle in the market. Discovery helps answer:
What problem are we solving?
What business objectives does this product support?
How will we measure success?
“We use user research, benchmarking, and goal analysis to make sure we’re building the thing that’s going to help them accomplish the goal they have.” - Mauricio Kiyama, VP of Product at DevSquad
3. It reduces risk in development
By discussing technical feasibility upfront, you avoid last-minute architecture changes or scalability issues. Solving a problem with a solution that can’t scale doesn’t really solve the problem. And, not addressing that aspect up front can cost you dearly and provide your competitors the advantage as you restructure your development.
4. It accelerates decision-making
A major part of a product discovery workshop is preparing the product roadmap. A clear roadmap provides the path that keeps stakeholders aligned on what to build, and ultimately reduces bottlenecks and indecision.
Who should be involved in a product discovery workshop?
A product discovery workshop brings together key stakeholders, product leaders, and technical experts to shape the foundation of a new product. This is especially true in B2B product discovery, but carries throughout product discovery in general.
Each participant plays a critical role in defining the vision, validating ideas, and identifying potential challenges before development begins.
Having the right people in the room is essential—missing a key perspective can lead to blind spots, misalignment, and costly rework later. A well-balanced group should include decision-makers, domain experts, and technical leaders who can assess feasibility and guide strategy.
1. Business and product leaders
Who they are: Founders, CEOs, product owners, and other key stakeholders responsible for the product’s success.
Why they’re essential: These individuals set the strategic direction for the product, defining its purpose, target audience, and business objectives. Without their input, teams may lack clarity on what success looks like and how the product fits into broader company goals.
How they contribute:
Provide the product vision—explaining the business need and market opportunity.
Set priorities—ensuring alignment between the product and company strategy.
Identify success metrics—helping the team define key outcomes and expectations.
What happens if they are missing?: Without leadership in the room, teams may struggle with decision-making, leading to confusion over what problems the product is solving and what trade-offs should be made.
2. Technical team
Who they are: Tech leads, software engineers, DevOps specialists, and architects.
Why they’re essential: The technical team provides critical input on feasibility, infrastructure, and technical constraints. A product idea may sound great in theory but could be technically impractical, too costly to develop, or difficult to scale without proper evaluation.
How they contribute:
Assess the feasibility of proposed features.
Identify potential technical roadblocks that could delay development.
Advise on scalability and system architecture to future-proof the product.
What happens if they are missing?: Without engineering input, product teams risk making unrealistic assumptions that could result in costly changes during development. Teams might commit to features that are too complex, too expensive, or technically impossible to build within the timeline.
3. Product and UX experts
Who they are: Product strategists, UX/UI designers, user researchers, and business analysts.
Why they’re essential: Even if a product is technically feasible and strategically aligned, it must also be intuitive, user-friendly, and solve real customer pain points. Product and UX experts bridge the gap between business goals and user needs, ensuring the product is not only functional but also engaging and easy to use.
How they contribute:
Translate user research into actionable insights.
Map user journeys and refine product flows for better usability.
Develop wireframes or prototypes to visualize ideas.
What happens if they are missing?: Without UX experts, teams risk building a product that is too complex, unintuitive, or difficult for users to adopt. Poor user experience is one of the biggest reasons products fail, and skipping this role can hurt engagement and retention.
4. Stakeholders and customers
Who they are: End-users, industry experts, subject matter experts, or investors with deep knowledge of the problem space.
Why they’re essential: A product’s success ultimately depends on whether real users find it valuable. Including stakeholders who deeply understand user pain points helps prevent teams from making assumptions about what customers want.
How they contribute:
Provide first-hand insights into user needs and pain points.
Validate (or challenge) assumptions about how people will use the product.
Offer feedback on product positioning and competitive differentiation.
What happens if they are missing?: If real users and industry experts are not involved, teams risk solving the wrong problem or missing features that customers actually care about. The product might be well-built but fail to gain traction because it doesn’t align with actual user behavior.
"You’re going to have a strategist, a product strategist, a product manager, a tech lead, a designer—so part of the framework is having the right team in the meeting so they can help come up with a solution." - Mauricio Kiyama, VP of Product at DevSquad
How to run a discovery workshop (step-by-step)
Running successful software product discovery workshops requires a structured approach. That way every important aspect of product planning is covered. Each phase of the workshop builds upon the previous one, helping the team refine the vision, validate assumptions, and create a roadmap for execution.
Consider this the discovery workshop template
Phase 0. Pre-workshop preparation
Before gathering stakeholders for a product discovery workshop, it's essential to prepare. This step involves collecting existing information, identifying key participants, and structuring the workshop agenda.
Preparation should focus on:
Clarifying workshop goals: Defining what needs to be accomplished.
Gathering market research and user insights: Identifying gaps in current solutions.
Structuring the workshop agenda: Ensuring productive discussions.
✅ Key preparation tasks:
Define workshop goals and expected outcomes.
Gather existing market research and user feedback.
Set an agenda with clear discussion points and time allocations.
Identify and invite key stakeholders, product leaders, designers, and engineers.
Phase 1: Understanding the problem
The first phase of the discovery workshop is all about defining the core problem the product aims to solve. Without a well-defined problem, product teams often build solutions that don’t fully address user pain points.
This step is critical for getting everyone on the same page. The goal is for everyone in the room to understand and agree on the fundamental challenge the product is solving. By taking time to frame the problem correctly, the team can later brainstorm relevant, impactful solutions.
“We get the client to come up with what is the problem, what’s the opportunity that they are looking for, and what do they think the solution is.” - Mauricio Kiyama, VP of Product at DevSquad
✅ Key activities in this phase:
Define the problem statement in clear, user-focused terms.
Identify pain points that users currently experience.
Discuss business goals and success metrics for solving the problem.
Phase 2: User research and market validation
Once the problem is clearly defined, the next step is to understand the users being targeted and to make sure that the product is positioned effectively in the market.
User research helps validate whether the problem is real and worth solving. It also sheds light on how users currently deal with the problem, what their biggest frustrations are, and what alternative solutions they are using. Competitor research further refines the product’s positioning.
“A lot of times, we look for things that already exist. A lot of times, we’re thinking of ways to simplify or make it better than what is already out there.” - Mauricio Kiyama, VP of Product at DevSquad
✅ Key activities in this phase:
Identify the target audience and their core needs.
Collect existing user data and insights (if available).
Conduct competitor analysis to benchmark against similar products.
Define the unique value proposition that differentiates the product.
Phase 3: Ideation and defining features
After the problem and market fit have been validated, the team moves into the ideation phase—brainstorming potential solutions and defining key features.
This step is not about designing every feature but about prioritizing what is necessary for the product to succeed. The focus should be on high-impact features that provide the most value with the least effort.
By structuring ideation sessions effectively, the team can avoid feature bloat and focus on an MVP (minimum viable product) that delivers real user value.
✅ Key activities in this phase:
Brainstorm possible solutions to the problem.
Prioritize features using a product discovery framework like the MoSCoW method:
Must-have – Essential for solving the problem.
Should-have – Important, but not a top priority.
Could-have – Nice to have, but not necessary.
Won’t-have – Features intentionally excluded for the MVP.
Map out the user journey to identify the most critical interactions.
Discuss possible technical constraints.
Phase 4: mapping the product roadmap
Now that the MVP features have been identified, it’s time to map out the development roadmap. This step ensures that product teams have a clear plan for execution.
A product roadmap outlines the journey from concept to launch, providing a structured timeline that balances user needs, business goals, and technical feasibility.
“Part of our big strategy with Sprint Zero is asking: What can we build within a limited amount of time and a limited amount of money? And what’s the bet we’re making?” - Mauricio Kiyama, VP of Product at DevSquad
✅ Key activities in this phase:
Define MVP release phases (e.g., Alpha, Beta, Full Launch).
Create user flows and wireframes to visualize key interactions.
Break down technical feasibility concerns.
Assign ownership and accountability for each roadmap milestone.
Phase 5: Defining next steps
The final phase of a product discovery workshop focuses on turning discussions into actionable plans.
This step ensures that all stakeholders leave with a clear understanding of what happens next—including who is responsible for what, when deliverables are due, and what the development timeline looks like.
“The deliverable, I think, is three things. One, a prototype—so it’s like a high-fidelity view of the system. Two, a roadmap—what we’re going to build. And three, an estimation—is this a three-month product? A six-month product?” - Mauricio Kiyama, VP of Product at DevSquad
✅ Key activities in this phase:
Assign action items and next steps to key stakeholders.
Estimate the development timeline and budget.
Develop an initial product backlog to kickstart development.
Plan for user testing and validation before full launch.
Key questions to ask in a discovery workshop
Asking the right questions is critical during a product discovery workshop. The quality of insights gathered during this phase can be attributed to the questions being asked.
1. Understanding the vision
The first step in discovery is defining the big picture. These questions help clarify the core purpose of the product and align all stakeholders on what success looks like.
Key questions:
What problem does this product solve?
What motivated the idea for this product?
What would make this product a success?
What are the key challenges that users currently face?
How does this product fit into the company's long-term strategy?
2. Understanding the users
Building a great product starts with knowing who it serves. These questions help uncover user pain points, motivations, and behaviors to guide the development of features that truly matter.
Key questions:
Who are the primary users of this product?
What are their main frustrations with existing solutions?
How do users currently solve this problem?
What are the biggest obstacles preventing them from reaching their goals?
What motivates users to seek a new solution?
3. Understanding the market
No product exists in a vacuum. It competes with other solutions, workarounds, and alternatives. These questions help identify market positioning and opportunities to create a product that stands out.
Key questions:
Who are our biggest competitors?
What features do they offer that users love?
Where do competitor solutions fall short?
How is our product different from what's available?
What pricing models exist for similar products in the market?
4. Understanding feasibility
A product must not only be valuable to users but also realistic to build within time and budget constraints. These questions help identify technical risks, dependencies, and potential roadblocks.
Key questions:
What technical challenges might arise?
What is the simplest version of this product that still delivers value?
How long will it take to develop an MVP?
What third-party integrations or technologies are needed?
Are there any security, compliance, or scalability concerns?
Best practices for a successful product discovery workshop
To get the most out of your product discovery workshop, follow these best practices and help your team walk away with clear next steps.
✅ Do:
Following these best practices helps teams maximize collaboration, extract valuable insights, and create a realistic roadmap for product development.
Engage key stakeholders early
Keep discussions structured
Utilize product discovery tools
Validate ideas with data
Prioritize ruthlessly
Encourage open discussion
Document decisions clearly.
Align technical feasibility with vision
Define measurable success criteria.
Follow up with clear next steps
❌ Don’t:
Even with a structured process, certain missteps can derail a discovery workshop. Avoid these mistakes to keep discussions productive and actionable.
Don’t let the conversation be dominated by one person or perspective
Don’t rush into feature brainstorming too soon
Don’t ignore market and competitor research
Don’t overlook constraints (budget, timeline, tech feasibility)
Don’t treat the workshop as a one-time event
Don’t skip customer validation
Don’t leave without a clear decision-making framework
Common pitfalls and how to avoid them
Even with careful planning, many product discovery workshops run into challenges that can limit their effectiveness. Recognizing these pitfalls early can help teams keep discussions productive and outcomes actionable.
1. Lack of clear objectives
Some workshops begin without a defined goal, leading to unfocused discussions and unclear takeaways. Without a clear objective, teams may leave the session without a strong direction or actionable next steps.
How to avoid it: Define specific objectives before the session—whether it's validating an idea, mapping an MVP, or setting a development roadmap.
2. Skipping user validation
Teams sometimes assume they already know what users need, only to realize later that their assumptions were incorrect. Relying on internal opinions rather than user feedback increases the risk of building features that don't resonate with the target audience.
How to avoid it: Use user research, surveys, and competitor analysis to validate assumptions before making product decisions.
3. Too many stakeholders, not enough decision-makers
When too many people are involved in the workshop, discussions can become unfocused, with competing priorities making it difficult to reach clear decisions. A lack of decision-makers also means key approvals may be delayed.
How to avoid it: Keep the group small and focused, involving only those who contribute strategic insights and can make decisions.
4. Trying to solve everything at once
Some teams attempt to define every detail of the product roadmap in a single session. This can lead to information overload, scope creep, and difficulty prioritizing what truly matters.
How to avoid it: Focus on defining the MVP first, with a plan to iterate and expand based on user feedback after launch.
5. Ignoring technical constraints
Business and product teams often draft ambitious ideas without consulting engineering teams, leading to unrealistic expectations. Ignoring technical feasibility can result in delays, budget overruns, or major design changes later.
How to avoid it: Involve engineering leaders early in the process to discuss feasibility, scalability, and potential risks.
6. No clear follow-up plan
Workshops often end with great discussions, but if there is no structured plan for what happens next, insights can be lost, and momentum can stall. Teams may struggle to turn workshop findings into concrete action items.
How to avoid it: Assign action items with deadlines and ownership so that progress continues immediately after the session.
Leverage experience and remember the objective
A well-structured product discovery workshop serves as the foundation for a successful product. It’s about making sure your team:
Has a validated product vision before writing a single line of code.
Is aligned on user needs, technical feasibility, and business objectives.
Can move into development with clarity, reducing costly rework.
Even with a solid framework, discovery is a dynamic process that requires adaptability, strategic thinking, and deep product experience. The best workshops aren’t just about following a rigid structure—they thrive on insights from experienced professionals who know how to guide discussions, challenge assumptions, and extract the most value from the process.
“A lot of it is dynamic. A lot of it is part of the research, a lot of it is part of the experience that we bring to the table.” - Mauricio Kiyama, VP of Product at DevSquad
If you're looking for expert guidance in running an effective discovery process, Our Product Design Squad and our Sprint Zero process have been developed for exactly this. At DevSquad we take pride in what we create and only take on projects we can provide strategy for. Our deep understanding of product development and extensive experience in creating successful products is how we have refined our process into what it is today.
Thinking about developing a product? Learn more about our Product Design Squads and Sprint Zero process.
