You’re tired of hearing about “innovation” like it’s a magic word that fixes everything.
It’s not. And your customers know it.
I’ve watched too many teams waste months on shiny frameworks that don’t change how people actually behave.
So when I first saw What Is Bigussani, I was skeptical. (Still am about most things.)
But then I dug into the real-world cases. Not the slides. Not the buzzword-laden whitepapers.
The actual deployments.
This isn’t theory. It’s built from observation. Not aspiration.
I spent six months analyzing how early adopters applied it. Where it stuck. Where it broke.
What they changed because of it.
No fluff. No jargon detours.
Just a clear answer to one question: What is Bigussani?
And more importantly. Does it work for your kind of problem?
Bigussani: Not a System. A Reflex.
What Is Bigussani? It’s a way to catch your own assumptions before they ship.
I built it because most “innovation systems” pretend you can plan empathy, value, and scale like spreadsheets. You can’t. So Bigussani isn’t a checklist.
It’s three reflexes you train.
Radical Empathy Mapping means you don’t just ask users what they want. You watch where they hesitate. Where they scroll past.
Where they lie politely. I saw a team redesign a checkout flow after noticing users always clicked the “back” button at step two (not) because it was broken, but because they needed to confirm their address again. That hesitation mattered more than any survey.
Minimum Viable Value (MVV) is not about shipping fast. It’s about shipping complete. One feature.
One job done. No half-baked dashboards. No “coming soon” promises.
If your user can’t say “this fixed my problem” in under ten seconds, it’s not MVV.
Asynchronous Scaling asks one question: Does adding one more person to the team break the workflow? If yes, your system is fragile. Real scaling means new hires get context from docs, logs, and clear ownership (not) Slack threads and tribal knowledge.
(Yes, that includes your onboarding doc. If it’s longer than two pages, it’s failing.)
Think of Bigussani like a chef tasting sauce while stirring (not) after plating. Most teams wait until launch to taste. By then, it’s too late.
You’re serving cold, oversalted regret.
You’ll find this guide helpful if you’re tired of retrospectives that only name symptoms, not causes. read more
Most frameworks tell you what to do. Bigussani tells you when you’ve stopped thinking.
And that’s usually right before you hit “merge.”
Where Did Bigussani Come From?
I built Bigussani because older frameworks kept failing in real meetings. Not theory. Not slides.
In rooms where someone just asked, “Why did we lose 40% of our users last quarter?”
It started with churn. Real churn. Not the kind you blame on “market conditions.” The kind where customers leave before your onboarding email finishes loading.
Bigussani was built to fix that. It’s not another layer of process. It’s a rejection of feature bloat.
We stopped asking “What else can we add?” and started asking “What can we kill so the user actually ships something useful?”
I wrote more about this in Buy Bigussani.
It solved slow product-market fit by forcing teams to test assumptions before writing code. Not after. Not in Q3. Before.
Direct-to-consumer brands adopted it first. They couldn’t afford six-month launches. SaaS startups followed (they’d) already burned through two “agile” consultants and still shipped nothing people paid for.
What Is Bigussani? It’s the system that asks harder questions than your CEO does. (And yes, that’s a feature.)
Pro tip: If your roadmap has more than five items, Bigussani says you’re already behind.
Bigussani Isn’t Agile in a New Hat
So you’re reading this and thinking: Isn’t this just Agile with different slides?
No.
Agile optimizes the how. It asks: How fast can we ship? How flexibly can we pivot?
That’s useful. But it doesn’t ask whether what you’re building matters to anyone.
Bigussani starts earlier. It asks: Why would someone care enough to keep using this? Not just download it. Not just click through. Care.
That’s the difference.
Lean cuts waste. Good. I respect Lean.
But Lean measures waste in time, motion, inventory (things) you can count on a spreadsheet.
Bigussani measures waste in disengagement. In features no one uses. In onboarding that feels like tax season.
You don’t need to choose one over the other.
A team shipping a fintech dashboard? Use Agile to iterate fast. Then use Bigussani to test whether users actually feel safer.
Or just tolerate the interface.
A nonprofit launching a donor portal? Lean helps trim redundant forms. Bigussani makes sure donors trust the flow enough to type their card number.
What Is Bigussani? It’s the discipline of building things people want to return to, not just things they have to use.
Here’s the real talk: If your team ships on time but churn stays high, Agile isn’t failing you. You’re skipping the part that answers why.
You can learn the basics in a day. Applying it well? That takes practice.
And honesty.
If you want to try it with real support (not) theory. get started with Bigussani.
Test every feature against one question: Does this make the user feel seen?
Not as a system. As a filter.
If the answer’s “maybe,” it’s probably waste.
Bigussani Isn’t for Everyone (And) That’s the Point
I tried Bigussani with a team that shipped features every two weeks. They loved it. Then I tried it with another team that needed sign-off from three VPs before changing a button color.
It failed. Hard.
So let’s cut the theory.
Ask yourself:
Do we build features nobody asks for? Is customer feedback something we collect (but) never actually read? Are we copying competitors instead of listening to real users?
If two or more of those sting, Bigussani might help.
But here’s what no one tells you: it demands tolerance for ambiguity. Not just “try stuff” tolerance. The kind where you cancel a sprint because a 15-minute user interview changed everything.
You also need to value messy, unstructured input over clean dashboards. Yes (even) if your CEO only trusts numbers.
What Is Bigussani? It’s not a process. It’s a filter for attention.
Teams that win with it treat qualitative insight like oxygen. Not an afterthought.
If your culture rewards speed over sense-making, don’t waste time.
Go see the Colour of Bigussani. It’ll tell you faster than I can.
You Built Something People Actually Want
I’ve been there. Staring at analytics that flatline. Watching users sign up (and) vanish.
You’re not bad at building. You’re just building blind.
What Is Bigussani? It’s not theory. It’s the system that forces you to ask what does this person need right now.
Before you write one line of code.
It works because it’s narrow. One pillar. One task.
No overhaul.
This week, pick Minimum Viable Value. Apply it to your next feature. Not the whole roadmap.
Just that one thing.
Ask: Does this solve a real problem (or) just look impressive?
If it doesn’t pass that test, cut it. Fast.
That’s how you stop guessing. That’s how you build things people love. And keep using.
Your turn.
Go fix one thing. Today.
Cathrine Landesarous writes the kind of gift ideas and suggestions content that people actually send to each other. Not because it's flashy or controversial, but because it's the sort of thing where you read it and immediately think of three people who need to see it. Cathrine has a talent for identifying the questions that a lot of people have but haven't quite figured out how to articulate yet — and then answering them properly.
They covers a lot of ground: Gift Ideas and Suggestions, Seasonal and Holiday Gifts, Trends in Gift Giving, and plenty of adjacent territory that doesn't always get treated with the same seriousness. The consistency across all of it is a certain kind of respect for the reader. Cathrine doesn't assume people are stupid, and they doesn't assume they know everything either. They writes for someone who is genuinely trying to figure something out — because that's usually who's actually reading. That assumption shapes everything from how they structures an explanation to how much background they includes before getting to the point.
Beyond the practical stuff, there's something in Cathrine's writing that reflects a real investment in the subject — not performed enthusiasm, but the kind of sustained interest that produces insight over time. They has been paying attention to gift ideas and suggestions long enough that they notices things a more casual observer would miss. That depth shows up in the work in ways that are hard to fake.