Cheat Codes: Early idea validation part III: solution ideation & validation

This blog is part IV of a series. See parts I and II.

Parts 1 and 2 of this series focused on the opportunity space, a level higher than a concept. That delineation and weighting (2 out of 3 parts) was very intentional! Getting deep on an opportunity space - getting to the 2nd order insights - before imagining a solution, is incredibly important to get to a solution that truly solves a severe pain or provides a meaningful benefit for your ICP. 

But now here we are with a deep understanding of the opportunity space. Instead of rushing forward with a solution and building, take another moment to do some rigorous validation - this time on the solution.  We’ll walk through the way I think about concept validation stages - the ideation process, setting clear goals for validation, and how to run effective validation sessions that generate real insights.
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Ideation sessions

Instead of rushing to implement the first solution that comes to mind, treat solution ideation as a rigorous process. Bring together a group of people—both experts and non-experts—who can knowledge-share and develop a deep understanding of the problem with you. The goal here is not to simply reinforce your vision but to generate a wide range of potential solutions.

“How Might We” (HMW) Exercises
‍My favorite (and most successful) way to guide this process is to run structured ideation sessions using frameworks like "How Might We" (HMW) exercises. This method reframes the problem statement as an open-ended question designed to inspire creative solutions. 
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In this stage, no idea is too big or bad—what matters is generating many ideas, not just betting everything on the first solution you thought of.
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Mini Case Study: Breadth of ideas led to a big one

The Pendulum team originally looked broadly at the misinformation space, a domain that founders Mark Listes and Sam Clarke knew well. They understood and dug deeper on the impact of misinformation on companies and government and the challenges both markets faced in monitoring and combating misinformation. 

The team stayed broad to explore a range of concepts - from social listening, to tools for brands, to tools for political use cases. This allowed them to validate and gain conviction in one of these directions, leading to Pendulum addressing big problems and building a venture-scale business.

Today, Pendulum helps Fortune 50 corporations understand risks and opportunities in online narratives, such as with video content on YouTube. They have raised $20M from top VCs to address this growing problem.
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Turning ideas into concepts

Once you’ve completed solution ideation, narrow in on one or two versions of the solution to bring to life. You don’t need a fully developed product at this stage. In fact, overdesigning can obscure your focus. Instead, create simple black-and-white wireframes that convey the core value of the product. Identify the key screens that best demonstrate this value and stick to those. The goal is to validate the essence of the concept, not a polished product.
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Running concept validation sessions

Concept validation is about testing how well your ideas align with your users’ needs. Ultimately, you want to assess:

• How well your concept solves the user’s pains or provides a meaningful benefit
• If customers will buy it
• The right entry point - what is the “wedge” that gets you into the market
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Concept validation is arguably more difficult than early customer discovery or opportunity validation because of the biases that can emerge once a solution is presented. Here’s how you can structure your sessions to minimize bias and uncover honest feedback.
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Start with problem discovery
Begin by discussing their current priorities and pain points before showing them anything. This step helps you gauge whether the problem you are addressing is something they truly experience and how important it is in their day-to-day operations.
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Note: if they don’t align with your opportunity space, don’t despair! I like to do one of two things.

• Figure out if they have something in their background that does align with your opportunity space. Sometimes a past current role or previous life situation does fit better.
• Dig deep enough to understand their needs and still show the concept. You’d be surprised at how often you’ll uncover other uses or extensibility of your solution. Though, be careful not to change your ICP or scope creep on your MVP to fill this opportunity.
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Presenting the concept
Once you’ve uncovered their problems, you can introduce your solution. Start by verbally describing it in simple terms, then walk them through the key wireframes that highlight the value proposition. The goal is to keep the focus on functionality and outcomes, not the aesthetics of the design.

To meet the three goals of concept validation, you'll need to ask focused, strategic questions during your sessions. Easier said than done! Here are some ways I like to get at them.
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1. Does the concept solve the user’s problem?

1. Q: What would you do with this solution if you had it? Why ask? This question helps you understand how the user envisions integrating the product into their workflow.
   
2. Q: What would it enable you to do?
Why ask? The response will indicate whether the solution adds meaningful value.
3. Q: Would it change your process/business today?
Why ask? This tests whether the product has a tangible impact or solves a core inefficiency.

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2. Will customers buy it?

Often, users’ behavior gives more insight than their words. Enthusiasm, body language, and unprompted interest can be strong indicators. During the session, watch for cues such as:

• Do they express disappointment that the product doesn’t yet exist?
This shows strong demand.
• Do they ask to be notified when it’s available?
An unprompted expression of interest can often be more valuable than a simple “yes” to “would you buy this?”
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Questions to follow up might include:

• What kind of impact would this have on your business?
• What type of ROI / business impact would justify purchasing a solution like this?
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It’s also helpful to frame this validation as ‘why would this not work?’ Why wouldn’t a customer buy this? That can range from, it’s not meaningfully better than the current solution, it’s not an urgent problem to solve, it would need to integrate with too many systems, there isn’t a generalizable solution, … the list goes on. 

Using this framing helps to avoid happy ears in the validation process, capturing all of the objections and risks. Lean on questions like:

• Why wouldn’t this work for you? 
• What are your biggest concerns or uncertainties with this solution?
• Where would the budget for this solution come from?
• What other problems in your business are more important than this one? 
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3. Where to start—finding the wedge

After articulating the broader product vision, it’s important to understand which features or aspects of the product matter most to users. This helps identify the best starting point, or "wedge," for entering the market. Ask questions like:

• Q: Of the features we discussed, which is most important to you? Why? Why ask? This will help you prioritize development based on actual user needs.
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Summary

Validating a startup concept is a rigorous process that goes beyond just confirming whether your solution works. It’s about deeply understanding the problem, ideating with a wide range of possible solutions, and validating the concept’s ability to address customer needs.

Remember, it’s not just about getting validation—it’s about getting the right kind of validation to build a product that solves real problems, excites customers, and sets you up for long-term success.
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