Discovery Driven Planning is a planning and learning process that helps
executives systematically convert assumptions to knowledge so that they
can access significant opportunities while containing risk. The core
premise of the method is that when there isn’t enough information to
develop a conventional business plan, the thrust of planning must
instead be on learning, while at the same time reducing cost and risk.
Conventional planning tends to lock an organization in, too early, to a
specific operational trajectory. Discovery driven planning comprises
five interdependent practices: 1) define success and drive the plan from
this definition; 2) benchmark against key external variables; 3) think
through operational specifications; 4) document assumptions and 5)
re-assess assumptions and goals at key checkpoints. It imposes strict
discipline on new projects, but discipline that is appropriate to their
uncertain nature. Examples might include an entrepreneurial business,
SAP contemplating entry into SaaS, and a chemical company evaluating a
new product introduction. With a bit of preparation, an example can also
include an in-company project.

The talk is based on the best-selling article in the Harvard Business
Review, where it is consistently named as one of the most important
management innovations. It has been cited by Clayton Christensen as the
antidote to “innovation killers.” This work has also been recognized as
a foundational input to the “lean startup” movement which is currently
so popular.