Every product is built on assumptions. We assume we understand customer problems, that certain workflows make sense, that users value particular features, and that the market will continue behaving in a predictable way. Some of these assumptions are validated through research and data. Others come from experience, intuition, or decisions made years ago. The problem…
A product launch is often treated as a communication exercise. Product teams prepare release notes, marketing creates announcements, sales receives enablement material, and customers are informed that something new is available. But communication should not end when the announcement goes out. A launch is also an opportunity to learn how people interpret the change, whether…
Product teams run experiments to reduce uncertainty, validate ideas, and improve outcomes. Yet an experiment can be technically successful and still teach us very little. A team might run an A/B test, observe a 5% increase in clicks, and declare the new design a winner. But did those clicks lead to more successful users? Was…
Product teams rarely have all the answers before building something new. We make assumptions about customer problems, user behaviour, technical feasibility, and business value. Some assumptions are well supported. Others are little more than educated guesses. The challenge is not eliminating uncertainty. It is identifying which uncertainties matter most and reducing them before they become…
A product can attract thousands of users and still struggle to retain them. People sign up, explore a few features, and eventually stop coming back. The product might be well designed and technically sound, but it hasn’t become important enough to earn a regular place in their lives or workflows. The products customers don’t want…