"...product is one thing, but you kind of have to get a lot of the other pieces right too — to be successful." Ryan Hoover, Founder of Product Hunt, on building a good product ⤵️
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Identifying + Solving Problems | Bringing Structure to Ambiguity | Storytelling + Stakeholder Management | Product Vision + Execution | User-Centric Design Advocate
Great ideas are useless if you don't focus on the right ones at the right time. That's where product prioritization comes in – it's the secret sauce that separates the "meh" products from the ones that win hearts. In this video, I have tried to explain the prioritization concept in easy and simple manner.
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This post explains a lot of Microsoft.
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Anuj Rathi A variety of reasons come to mind but if not all most point in the direction of culture, benchmark, process, size and/or people: 1. 𝗡𝗼𝘁 𝗛𝗮𝘃𝗶𝗻𝗴 𝗮 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗶𝘀 𝗻𝗼𝘁 𝗮 𝗦𝗜𝗡 = It is acceptable to not have a bulletproof strategy on day 0. But failure to admit it sends teams into a spiral and is a far bigger problem. 2. 𝗙𝗮𝗹𝗹𝗶𝗻𝗴 𝗶𝗻 𝗟𝗼𝘃𝗲 𝘄𝗶𝘁𝗵 𝗮𝗻 𝗶𝗱𝗲𝗮/𝗽𝗿𝗼𝗱𝘂𝗰𝘁/𝗳𝗲𝗮𝘁𝘂𝗿𝗲 = This love affair is more resilient than the one with the problem statement. The latter is a rather promiscuous one. 3. 𝗢𝘂𝘁𝗽𝘂𝘁 N̶o̶t̶ 𝗢𝘂𝘁𝗰𝗼𝗺𝗲 = Enabling is the start/easy but scaling is far more difficult. If success is measured based on Output there is less incentive for Outcome-based iterative work. 4. 𝗥𝗲𝘁𝗿𝗼 𝗶𝘀 𝗳𝗼𝗿 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 & 𝗔𝗽𝗽𝗿𝗼𝗮𝗰𝗵 = Many times it is misconstrued as an attempt to identify people. If the learnings are topical or limited to individuals/teams; scaling/course correction becomes difficult. 5. 𝗛𝗢𝗪 𝗶𝘀 𝗜𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 = If all variables and their intricacies are not well understood the ability to orchestrate them later will be lower. Creating a sense of movement won't make up for the absence of this understanding. It is GIGO eventually. 6. 𝗡𝗼𝘁 𝗞𝗻𝗼𝘄𝗶𝗻𝗴 𝗶𝘀 𝗻𝗼𝘁 𝗮 𝗦𝗜𝗡 = Accepting/admitting that we don't know why certain metrics, journeys, and outcomes behave the way they do is a great starting point. Without this acceptance course correction is difficult. 7. 𝗔𝗻 𝗶𝗺𝗯𝗮𝗹𝗮𝗻𝗰𝗲 𝗼𝗳 𝗔𝘂𝘁𝗵𝗼𝗿𝗶𝘁𝘆, 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗮𝗻𝗱 𝗔𝘂𝘁𝗼𝗻𝗼𝗺𝘆 = These are structural problems; that will only lead to a lack of motivation, churn and high cycle time. This is a leadership responsibility. 8. 𝗗𝗶𝘀𝘁𝗮𝗻𝗰𝗲 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 𝗦𝗠𝗘𝘀 𝗮𝗻𝗱 𝗣𝗿𝗼𝗯𝗹𝗲𝗺 𝗦𝘁𝗮𝘁𝗲𝗺𝗲𝗻𝘁/𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 = There is no good proxy for attention to detail, hands-on expertise and bias for action. But many times such proxies exist and course correction becomes a political landmine. 9. 𝗗𝗶𝗳𝗳𝘂𝘀𝗲𝗱 𝗮𝘁𝘁𝗲𝗻𝘁𝗶𝗼𝗻 𝗼𝗻 𝗜𝗻𝗽𝘂𝘁 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 = While the Output/Outcomes garner a lot of focus; input variables that drive these have lesser attention. Outcomes are difficult to control due to external factors but Inputs can be far more manageable. This is again a GIGO problem.
If the product is not successful, should we 1) Build more on the roadmap? 2) Build something different entirely? 3) Build the same thing differently? I’ve seen that the number of product decisions for option 1 and 2 is astoundingly high. What could be the reason?
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