The choices and means must be linked to the satisfaction of the Customer
The subject of a customer-centric organisation dates back to at least 1954 with the work of Peter Drucker [Drucker 1954]. Thus, the company must often transform itself from a product-centred organisation to a customer-centred organisation. In this respect, the standard [ISO9000 2005] places "customer orientation" at the top of its eight principles, because "organisations depend on their customers, so they need to understand their present and future needs".
Thus, adopting a customer-oriented approach is essential for a product to find its market and flourish in its sector. Without such an approach, the chances of success can become ridiculous even if the product is perfectly designed.
This transformation involves changes at different levels [Shah 2006] :
When an agile company tries to get to know its customers, the role of the Product Owner (PO) is then involved to carry the voice of the customer within the team. The customer mindset can then be captured by tools such as :
also allow the link between what the customer seems to want and what needs to be done.
Once captured, this voice can then be imported into the code and testing with the notion of ubiquitous language.
Some companies decide to get so close to their customers that 'growth hacking' techniques based on user psychology are then used to trap each user in a phenomenon akin to addiction [Eyal 2014] [Ellis 2017].
There are many testing practices related to the voice of the customer and this is obvious as the tester is the first look at the finished product before the company's Business Owners.
Among these practices, we find in particular that of the Persona, which makes it possible to make the link between types of customers from marketing and the use that the tester will have of the product [Moustier 2019-1].
A strong relationship with customers allows us to go even further with Customer Journey Mapping [Kalbach 2020] and techniques from the DevOps culture allow the implementation of A/B testing and Canary releasing.
The idea behind the Lean Startup, Lean UX, A/B Testing or Customer Journey Mapping approaches is Argyris' notion of a Double Loop Learning [Argyris 1977]. Indeed, the tests relating to a series of requirements constitute a first feedback loop and it is necessary to introduce a second loop of higher rank in order to have a product that does not simply comply with the requirements but approaches the "good product", the one expected by the market [Moustier 2020].
Agilitest's positioning is clearly on the conformity of a product to requirements and the organisation must absolutely introduce a higher order learning loop in order to improve the chances of obtaining a good product through a global view on the product.