Distribution-centric beats product-centric product companies

There is a lot of gold in this interview with Marc Andreessen.

The key insight for me was the notion that a superior product can easily be beaten by an inferior product with superior distribution.

“The general model for successful tech companies, contrary to myth and legend, is that they become distribution-centric rather than product-centric. They become a distribution channel, so they can get to the world.”

You need a great product, and the right product, to get to product market fit. But to scale beyond your early adopters you need distribution.

For consumer products, that’s going to be your growth loop: how to turn one cohort of users into another cohort of users.

Great interview.

A general plea on all App Store and Google Play users

If you have time to leave a review, you have time to respond to the developer when they reach out to you to try to solve your problem.


Behind every app in the App Store, behind every game, sticker pack and camera filter, is an app developer.

These individuals, or most likely team of individuals, got together and decided to spend their working hours building something that they hope brings joy, utility, or both, to people’s lives.

App developers work hard to make sure the app works on hundreds of different types of devices and screen sizes, across smartphones, phablets and tablets, in tens or hundreds of countries around the world.

App developers want you to have a great experience with their app. Their business, and their livelihood, is directly influenced by how successful their app is, which is directly influenced by how well it works for you, the user. So it’s in their interest for you to have a great experience.

But a smartphone app is a piece of software, and software is never perfect. Software is complex and software developers are humans, and humans overlook things, they make mistakes. Sometimes they even cut corners to meet a deadline or they rush to deliver value to you, the user, faster. And sometimes that means the software they release has problems. It has bugs.

When you’re using an app and it doesn’t work for you, or it does something unexpected, by all means write to the developer and tell them. If you’ve paid money for an app, then you have every right to expect, and to demand, that it works. So send a message to their support teams. Most developers will get back to you quickly and will be more than happy to help you get your app working.

When you have a problem with an app, it’s always polite, and good karma, to try to solve it directly with the app developer first, before posting a negative review on the App Store.

App Store reviews have a direct impact on the developer’s ability to find new customers and generate profits to keep their business running and their pay cheque coming. I would ask you to think about this before posting a flaming review on the App Store.

There are two genuine reasons to post a negative review on the App Store:

  • You have a problem with the app (it crashes, or behaves unexpectedly) and you contact the developer – and you don’t get any response, or the response isn’t helpful.
  • The app is obviously trying to trick you by providing fake or misleading content.

My final plea: if you do post a negative review on the App Store, and then the app developer responds to your feedback and offers to help fix your problem: then take the time to respond to them. If you have time to leave a review, you have time to respond to the developer when they reach out to you to try to solve your problem. And if the developer can solve your problem or at least tries to, then update your review. Help others see that the developer is willing to try to help their customers have a great experience.

Don’t be that person who leaves a flaming review and never takes the time to respond or update their review. Be kind to app developers. :)

On solitude and taking a break for a day

On Friday, I did something I nearly never do. I took the day off, and spent the day outside in a Kayak.

The simple act of being outside, alone on the water, was not only fun, but it was refreshing and energising. I relaxed. I had nothing to do, nowhere to be, no emails or slack messages to read: just me, my kayak and the water in front of me. It was nearly meditative.

It took me an hour or so to relax. I couldn’t paddle fast enough. The kayak kept going in circles. The rudder was tangled. I was stressed. I pulled up at a small jetty to try to fix the tangled rudder cables, and as I was getting out I did the classic kayaking newbie trick and rolled the kayak over and fell right into the water. I suppose in hindsight that could have made me even more annoyed, but the unexpected dunk into refreshing cool water actually calmed me down. I laughed out loud at myself, and at the silliness of it. Then I untangled my rudder cables, got back into the boat and set out for a totally relaxing few more hours on the water.

Just from taking one day off, and spending it in solitude, has worked wonders. I woke up this morning feeling energised and happy.

Solitude can be a rare thing to find for someone with a young family. Between the office and home, it’s rare that I spend more than my 35 minute bicycle commute on my own. But the value of solitude to your stress level and focus can be profound.

Many of the greatest thinkers rely on long bouts of solitude to get any thinking done, from Carl Jung to Bill Gates. Cal Newport talks about many of them in his book “Deep Work”.

The act of stepping outside of the daily routine is refreshing and energising. Our weekdays are full of meetings and work, and the weekends are often full with friends, family and other plans. So take a day off. Just one day. And spend it doing something by yourself. Go to a museum, go for a hike, hang out in a park. It doesn’t matter; just take yourself, maybe a book, and step outside of your daily routine.

There’s something nice about doing it on a weekday. Sure, you could do it on the weekend too, but something about knowing that the rest of the world is carrying on, and you’re stepping away from it, just for one day, makes it special. For extra impact, make it a Friday: then you get the bonus of waking up Saturday, refreshed and energised, with your whole weekend still ahead of you.

I’m planning to do one of these “think days” once per quarter. For my mental health and overall productivity, I see only upside.

Kayaking in Berlin, Wannsee

Kayaking in Berlin, Wannsee

The new way to display outdoor maps on your website

There is a new way to embed beautiful 3D Maps into your website.

Meet the new Map Embed from FATMAP. There is no better way to embed a high-resolution 3D map onto your website.

Chamonix, France

The map is fully interactive: use your mouse or trackpad to move around, and hold the SHIFT key to adjust the tilt and rotation. Or just use the map controls on the right hand side.

Map embeds are super easy to add to a page on your website, or a blog post. You just need to insert a snippet of HTML in an iFrame (similar to how embedding a YouTube video works). You can customise what types of outdoor adventures are visible on the map, whether the map shows summer or winter imagery (where winter imagery is available), and of course what location you want to see.

Map embeds are currently available in Beta for partners. Contact us if you want to be part of the trial program.

COMING SOON: Embeds for single adventures. Soon, you’ll be able to create your own adventure on fatmap.com (by drawing a route on the map, or uploading a GPX track) and then embed that in your blog on your own website. If you’ve wanted to show the world what adventures you’ve been on in the outdoors, or what you’re planning – this is how you’ll want to do it. Adventure embeds will be completely free and available for everyone to use. Email me if you want early trial access.

Barrels and Ammunition

I came across this quote from Keith Rabois:

If you think about people, there are two categories of high-quality people: there is the ammunition, and then there are the barrels. You can add all the ammunition you want, but if you have only five barrels in your company, you can literally do only five things simultaneously. If you add one more barrel, you can now do six things simultaneously. If you add another one, you can do seven, and so on. Finding those barrels that you can shoot through — someone who can take an idea from conception to live and it’s almost perfect — are incredibly difficult to find. This kind of person can pull people with them. They can charge up the hill. They can motivate their team, and they can edit themselves autonomously. Whenever you find a barrel, you should hire them instantly, regardless of whether you have money for them or whether you have a role for them. Just close them.

It’s a really interesting way of thinking about the people in your teams.

You know the people that can make things happen. They can take initiative, and then push through organisational and other problems to make things happen, without needing someone to approve or unblock them.

The amount of things you can get done in parallel is limited by how many barrels you have.

You generally know a barrel when you see one; but here are, I think, some common characteristics:

  • “Ask for forgiveness, not permission”. Barrels will not wait for approval or consensus. They take initiative, and follow through.
  • Barrels take accountability. They stand up and own the plan, and the result.

When you find a barrel, the most important thing you can do is point them in the right direction, and let them go.

On Medium’s new ‘applause’ feature

I really like Medium’s new ‘applause’ feature for ‘liking’ articles.

medium-applause

The idea is that the extent to which you like something is not binary… it’s not either “I like it” or “I don’t”. It’s a spectrum.

There are other ways they could have done it. They could have made it a star rating, a rating from 1-5, or 0-10 (like NPS). But all of these have a meaning that’s so closely associated with rating things (hotel rooms, websites, products and so on) that it would feel odd attaching it to Medium content, where the author is clearly visible. Replacing it with ‘clapping’ makes it a much more human interaction.

Clapping is something we humans do all the time to indicate how when we like something, and generally, how much we like it. The more we like something, the harder and louder we clap. The Applause-o-meter is a common method for gauging audience reaction to a contest between a few different people, with the candidate who receives the loudest applause winning the match.

That’s what I like about the clapping UI on Medium. It takes a very common behaviour on the internet (rating something) and gives it a very human and emotional touch. The more you like a piece on medium, the more you click to ‘clap’ for it. This also makes clapping a lot more meaningful than just going for the 5 star button… each click to clap is an additional investment – you need to decide once again on each click if it’s worth one more – so five ‘claps’ is worth much more than one-click to leave a 5-star review.

The downside?
Each click is an additional investment. In our time-drained world, each click is a little bit of friction. Will people leave as many ‘claps’ as they might want?

There’s also possibility for abuse, such as clicking a hundred times on one article to artificially bump up the total number of claps – but that’s something Medium can easily secure against with a bit of logic.

Product Transparency, and some tips to help increase it

A little while ago I ran a retrospective with a product team where we focussed specifically on the product process. We invited a cross-section of the company: engineering, design, marketing, operations and the founders. Everyone present in the retrospective had the opportunity to give feedback on what was working and what wasn’t with regards to the way product management and product development overall was running in the company.

Sifting through the feedback, there was a common theme that encompassed nearly all feedback received: it all came down to transparency.

Everybody wanted more visibility into:

  • What the product team is doing
  • What they are not doing
  • Why they are/are not doing thing X
  • How the decision on what to do gets made and who is involved

Nearly all the different feedback points came back to one of these things.

It’s all about product transparency.

A more transparent product organisation leads to more trust and better-informed product decisions. It’s hard to imagine having too much product transparency. Some companies even publish their roadmaps publicly online for all to see.

Product prioritisation and planning should be an open book. There cannot be secrets in the product team. Any good product manager should feel comfortable articulating their rationale for any product decision whenever necessary. This is not about justifying themselves or proving anything – it’s about explaining the rationale so that everyone can understand why we do what we do. Often if the PM is uncomfortable explaining the rationale, it’s because there isn’t one – so the way to fix this problem is to ensure that product managers have a structured, goal-based and data-driven approach to product decision making.

People also want to feel like they are involved in the process. In my experience, people are happy to allow someone else to make a decision as long as they feel like they have been consulted and their opinion has been heard. Generally, people hate making decisions. It’s easier to find reasons not to decide at all – and if people aren’t involved in the decision process, that’s often exactly what they’ll do. But if they feel like they’ve been listened to, people are generally more than happy to let someone else take the responsibility for making the actual call.

Here are some tips for Product Managers who want to help make their product process more transparent:

  • Share the quarterly product goals/KPIs/OKRs regularly. Everybody should be able to easily quote what the product team is focussing on at any given point of time.
  • The Product Roadmap should be a public document that’s available for everyone to see. Keep it up-to-date and make it available on the intranet or somewhere that everybody has easy access to. Each item on the roadmap should clearly map back to one of the product goals (see point above).
  • For new features, run workshops to collect feedback and ideas from different people across the company.
  • Create an “idea box” that anyone in the company can use to submit product ideas/suggestions. Screen these suggestions often and interact with the contributors, so they know that someone is reading their suggestions. It should be understood by the team however that not every product suggestion will align with the product goals, so not every suggestion will be turned into a product feature.
  • Identify the stakeholders in the company for any key decision, and always try to collect direct feedback from them before making a decision. Even when – or especially when – your decision does not align with the stakeholders’ preferred outcome, the fact that you’ve consulted them beforehand will greatly reduce the likelihood that they will try to sandbag your progress after you make your decision.
  • Open your sprint/development planning meetings for anyone who is interested in attending. You should explain to any visitors that in order to keep the meeting efficient, they should avoid interrupting or asking questions – but the process of planning should be open and transparent for everybody.
  • Document the results of planning or design meetings, including the rationale for any decisions made, and post it somewhere shared such as the company wiki.
  • Share your learnings from all product workstreams as early, as often and as widely as you can. Whether it’s the results of an A/B test, findings from a customer survey or discoveries from customer interviews – document everything you learn and share it with the company. This helps bridge organisational boundaries and helps everyone align around a shared understanding of the customer. Plus the act of documenting and sharing information helps you as a PM understand and internalise the learnings as well – so it’s a double-benefit!

If you have some other ideas on how to increase transparency, I’d love to hear them! Either leave a comment below or send me a mail.

How to prioritise your time and stay sane as a Product Manager

I recently finished training a new Product Manager and on-boarding him onto a project. After his first week alone on the job full-time, he came to me on a Friday afternoon with a frazzled look on his face and asked me: “How do you cope with the continual and immense demands for my time as a PM – and then on top of that still find time to think about strategy, talking to customers, and evangelisation?”

This is the science, and art, of prioritisation.

I could point him to a ton of resources about how to approach product backlog prioritisation, such as the ICE method. But what he really needed to hear is not how to prioritise a backlog (although this is also important). He wanted to know how to prioritise his time.

I came up with these principles:

  1. Ruthless prioritisation of everything. You have to sort the world into “things that are important and urgent right now” and “things that are not”. And then to make this work, you have to ignore the things in the “not important” column! This is where many people get tripped up: they prioritise well enough but then end up working on stuff from the ‘not important’ area because an executive wants it, or because an important customer is asking for it…
  2. But in order to prioritise, you need to have clear product goals. This sounds like “duh” but you’d be surprised how many product teams I’ve seen who have no idea what the goal for the quarter is. They have a roadmap, sure… but what is the measure of the success of that roadmap? What ONE result/metric are you trying to move in this period (month/quarter/year)? A test of a good goal is that a) everybody can remember it immediately, and b) you can use it to make individual prioritisation decisions at any level (feature level, roadmap level, strategy level, etc). If for any item on your backlog/roadmap, you can clearly say that it either contributes directly to that goal, or it does not: then it’s a good goal. If you cannot, it means that goal – or at least, that articulation of it – is not useful for prioritising your strategy, which means it’s not useful as a goal.
  3. Related: Stack rank everything. For any two items, you must always be able to say which is more important than the other. Try the experiment: pick any two items from your roadmap, backlog, or wherever. Then ask yourself: if you could only have one of these things, which would it be? Do you have an answer? Good! If you don’t, then you need to get better at stack ranking.
  4. And finally: get used to disappointing people. It’s natural for Product Managers to measure their success against how happy they make their customers – both internal customers (colleagues, executives, engineers, designers, etc) and actual customers. But you’ll never be able to please everybody. We all agreed years ago that “design by committee” is a bad idea: try to build something for everyone, and you’ll end up building something for no-one. And yet, how many low-value items have you ever snuck into the roadmap because Sarah really wants it for her campaign, and she asked so nicely… Resist that urge. Learn to say (politely) no to requests, ideas and requirements that don’t align with what you’re trying to achieve right now. By all means, collect ideas often and from as many sources as you can: this can be a great source of inspiration and creativity for you. But don’t create expectations that every idea is created equal (because they aren’t).

This is how to stay productive – and stay sane – as a Product Manager.

Good luck!

Three Core Characteristics of Great Product Teams

There are many characteristics of great product teams. But when I think about what the very best teams have in common, there are a few common core elements that I think tend to lead naturally to many other great attributes. Characteristics like high levels of trust and motivation, proactive attitude, open communication and knowledge sharing – these all spring from having solved three core team competencies.

great-product-teams

Read on to see the details of each criteria and rate your team on a scale of 0-5 for each. How great is your product team?

 

Shared understanding of the customer

Great product teams understand that great products come from a deep understanding of the customer: their needs, their problems, their desires. All other things being equal, the company that understands the customer best will win the market.

It’s crucial that the customer is at the core of every decision, and that everybody has the same shared view of who the customer is, and how you deliver value to them.

Level What you should expect at this level
0 Who is our customer again?
1
  • Your Product Manager receives product ‘requirements’ from the founders/business/marketing/sales team, and consolidates these inputs directly into a backlog.
  • The priority or target users for these features are not discussed among the team.
2
  • Your Product Manager uses the customer segments provided by the marketing team to build the product strategy.
  • the PM makes priority and strategy decisions alone, or with the founders/business team directly.
  • the engineering and design team execute work from the backlog.
3
  • Your Product Manager spent some time at the start of the project out of the building talking to some customers to validate the segments provided by marketing, but hasn’t really spoken to many (or any) customers since.
  • Your design team perform usability tests from time to time, but the results are not widely shared outside of the design team.
  • the Product Manager has some rough personas, but these are not documented. The design team also has some personas they use, but these are different from those used by the PM. Engineering don’t have any personas at all.
  • Customer research results and analysis is rarely shared between groups.
4
  • Your Product Manager and designers can succinctly answer the question “Who is your customer?”
  • Your Product Manager is in regular contact with existing users as well as non-users from your target market.
  • Your Product Manager and Designers regularly use aligned customer personas when making product decisions.
  • Your designers perform regular usability tests.
  • Results and analysis of user research is presented to the team at regular intervals in knowledge-sharing presentations.
5
  • Your team shares a complete understanding of the customer. Any member of the team – from PM, to QA, to engineering – can succinctly answer the question “Who is your customer?”
  • Your Product Manager is in regular contact with existing users as well as non-users from your target market.
  • Usability testing is a regular and recurring part of your product development lifecycle.
  • All members of your team regularly take part in usability studies.
  • Results and analysis of user research are distributed and discussed widely in the team.
  • You have clear customer personas for your target segments and they are used by all members of the team when making all product decisions. All members of your team regularly say things like “What would [our key persona] Alex do in this situation?”

 

Focus

Great product teams understand that great products come from a deep understanding of the customer: their needs, their problems, their desires. All other things being equal, the company that understands the customer best will win the market.
It’s crucial that the customer is at the core of every decision, and that everybody has the same shared view of who the customer is, and how you deliver value to them.

 

Level What you should expect at this level
0 No product focus: it’s Product Anarchy.
1
  • There is no clear product roadmap or backlog. Tasks are thrown to the team ad-hoc.
  • Prioritisation is random, and is generally based on the HiPPO’s feature requests or who is screaming louder.
  • There is no clear KPI defined for any tasks.
  • Your team spends a lot of time doing low effort/low impact work.
  • Stopping work on something the team has started but not finished is extremely frequent. You have a massive pile of started-but-not-finished work.
  • The majority of the design work from the design team is never implemented into the product by the engineering team. You have a massive backlog of old designs that were never implemented.
  • The engineering team frequently starts work on things that haven’t been fully specified or designed yet because they are suddenly ‘urgent’.
  • The team appears to be constantly putting out fires.
2
  • There is a product backlog, but it changes every week. There is no roadmap beyond the next 1-2 months.
  • Prioritisation appears random, and is generally based on the HiPPO’s feature requests or who is screaming louder.
  • There is no clear KPI defined for any tasks.
  • Your team spends a lot of time doing low effort/low impact work.
  • Stopping work on something the team has started but not finished is frequent.
  • A lot of the design work from the design team is never implemented into the product by the engineering team.
  • The engineering team occasionally starts work on things that haven’t been fully specified or designed yet because they are ‘urgent’.
3
  • There is a clear, prioritised product backlog. There is a clear product roadmap for the next 12 months. The roadmap goes through major change about once every 2-3 months.
  • Prioritisation is based on business needs, but HiPPO feature requests or emergencies frequently get thrown in on top.
  • Major product epics/tasks have clear KPIs so you know exactly when you’ve achieved the stated goal.
  • The team only occasionally stops work on something they have started but not finished.
  • Small amounts of design work from the design team is never implemented into the product by the engineering team.
  • The engineering team rarely starts work on things that haven’t been fully specified or designed yet because they are ‘urgent’.
4
  • There is a clear, prioritised product backlog. There is a clear product roadmap for the next 12-24 months. The roadmap rarely goes through major change.
  • Prioritisation is based on business needs and product objectives/goals.
  • Most product epics/tasks have clear KPIs so you know exactly when you’ve achieved the stated goal.
  • The team rarely stops work on something they have started but not finished.
  • Generally all of the design and specification work from the Product and Design teams is implemented into the product by the engineering team.
5
  • The roadmap and product backlog are clearly prioritised against business and product objectives/goals.
  • Changes to the backlog or roadmap are accompanied by a clear rationale that is linked to external forces or changing business needs.
  • Prioritisation is based on leverage to impact the stated goal, versus effort.
  • All product epics/tasks have clear KPIs so you know exactly when you’ve achieved the stated goal. You probably use OKRs or similar for articulating product objectives.
  • The bulk of your work is in the high effort/high impact area (generating core business value).
  • Your team avoids low effort/low impact work.
  • Stopping work on something the team has started but not finished is extremely rare, and only happens in conjunction with major external forces.
  • A great sense of urgency in the team is based on a shared desire to deliver value to the customer as quickly as possible. “Firefighting” emergencies are rare.

 

Product, Design and Engineering Teams are 
tightly integrated

Great products are a perfect synergy of an urgent and pervasive market problem, and a solution based on a delightful user experience, enabled by technology.

Product, design and technology.

So it should come as no surprise that the teams who deliver the best products integrate product, design and technology closely.

Level What you should expect at this level
0 PM Dictatorship: subversion will be punished!
1
  • The Product Manager works alone with the founders/business teams. Priorities and instructions are given as ‘marching orders’ to design and engineering teams.
  • The Product Manager presents complete specifications, including wireframes and UX specifications, to design. Design’s job is to ‘make them look good’.
  • Engineering receives finished designs, and told to ‘implement this’. Engineering teams implement blindly and do not question, even when the design is contradictory or doesn’t make sense. (“It’s not my fault – I followed the spec!”)
  • Design and Engineering teams feel little or no ownership of the product.
2
  • The Product Manager works predominantly alone with the founders/business teams on the product strategy and roadmap.
  • Design feel some ownership of the product, but their view of the product strategy and agenda is created separately from Product or Engineering.
  • Engineering are working on a technical framework roadmap, but doing so separately from Product or Design.
  • The Product Manager involves Design in the solution definition for most product initiatives/tasks.
  • Engineering are handed final specs for execution.
  • There is little knowledge sharing between disciplines.
3
  • Product Strategy, Design Strategy and Engineering Strategy continue to exist as separate entities, but they are discussed collectively and an effort is made to link them to one set of business objectives. Ownership of each strategy remains fully within the respective domain.
  • Design is involved in the problem definition phase for most product initiatives/tasks.
  • Engineering is involved to provide feedback on feasibility, but is not encouraged to comment on the problem definition or solution beyond effort and feasibility.
  • Information is starting to flow between disciplines, but the flow is controlled by the respective discipline leads.
4
  • Product Strategy, Design Strategy and Engineering Strategy are combined into one overarching Product Strategy. Ownership of the strategy is shared collectively among the Product Manager, Lead Designer and Lead Engineer.
  • Product, Design and Engineering are involved in the problem definition phase for most product initiatives/tasks.
  • Prioritisation and solutions are frequently discussed between the three domain leads. The PM occasionally pulls rank to veto a decision she/he doesn’t agree with.
  • Everybody in the team is encouraged to give feedback on the product, specifications and designs.
5
  • The Product, Design and Engineering teams work inseparably from each other.
  • The Product Manager, Lead Designer and Lead Engineer work closely together daily. They constantly share knowledge, learning and advice among each other.
  • All three disciplines are involved from the start of any project or product initiative. Product strategy, roadmap and prioritisation are performed collectively.
  • The Product Manager, Lead Designer and Lead Engineer each have deep understanding of their areas of competence, but are comfortable discussing and challenging other areas.
  • The Product Manager, Lead Designer and Lead Engineer work together for all major decisions, but also trust each other sufficiently that decisions can happen if someone isn’t available for a discussion. Nobody is a bottleneck.
  • Everybody in the team is encouraged to give feedback on the product, specifications and designs. Nothing is taboo.
  • Disagreements and debates are based on an objective discussion of user value and the personas.
  • The PM never pulls rank to veto a decision she doesn’t agree with.
  • Product, Design and Engineering teams feel shared and complete ownership of the product.

 

Summary

The characteristics of good teams mostly comes down to team culture: and culture is the product of the norms and ways of working that are established in the team.

You – Product Manager, Lead Designer, founder – have more influence over this than you probably think.

Think about how you can up-level your team in each of these three categories. If you get to a 5 for all three of these areas, I guarantee you’ll have a fantastic, high-performing team and a great product.

If you have any feedback on the model, I’d love to hear from you!

A simple framework to triage and prioritise new ideas

For any product startup, prioritisation is everything. Spend time working on the wrong things, and you’ll waste both time and money – two things you have in very limited supply as a startup.

Lots has been written about prioritisation in product teams, and it’s often cited as one of the biggest challenges facing startups and product teams today. But it’s really not that difficult if you approach it with deliberate focus.

At it’s core, prioritisation is simple:
Find the highest-leverage things (features, services, tools) and focus on those first.

speed-prioritisation-focus

As a Product Manager you’ll be constantly bombarded with new ideas: the might be your own ideas, they could come from the founders, from customers, from investors, or from your team. There’s never any shortage of ideas – and that’s great. The problem is that investigating and assessing these ideas takes a lot of time. To make sure you only spend time on the things that matter, (and to keep your sanity), you need to be able to quickly and effectively triage this flow of input.

I have a simple two-step framework I use to quickly triage ideas.

STEP 1:
Does this idea, if implemented, directly and positively impact our key product goals/metrics?

This step is simple. You just need to ask: if we do this, will it have an impact on what is important?

(The prerequisite is, of course, that you already have a clear view on what your product goals actually are. If you don’t, then you need to get that clear right now – otherwise, how can you prioritise anything? With no key goals to prioritise against, how can one thing ever be more important than another?)

Will this idea, if implemented, have a positive impact on the goals you’re trying to achieve? Does it have leverage? If the answer is ‘no’, you know you can immediately stop investigating. Maybe this idea will be useful later, when your product strategy matures and focuses on other goals, or maybe it will never be useful. Either way, don’t waste any more time on it.

Note that in Step 1 we don’t consider how to implement the idea. How is irrelevant at this stage: the only question that matter is: is this the right thing to do?

STEP 2:
Is the effort/impact tradeoff aligned?

Once you’ve weeded out the ideas that are not going to impact the product goals you care about, you can assess if the value/effort tradeoff is aligned. Map the idea on the Effort/Value grid:

effort-value-grid

If the idea doesn’t fall into the top part of the graph, discard it. You don’t want to focus on low-value items: even when the effort is really low. Avoid the trap of thinking “oh well, it’s only a couple of hours’ work, so…”. Every hour you spend on low-value work is an hour you’re not spending on high-value work. Don’t do it.

(You can read more about the effort/value grid here.)

If you’re honest with yourself about the value each idea contributes, and to which goal, you’ll find you can safely discard many, if not most, of the new ideas that come flowing your way. When you learn to filter and triage quickly and effectively, you’ll minimise the time you spend on dealing with noise and be able to spend more time focussing on what’s important.

Try it out and feel free to let me know how it works for you.

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