Two forces that make software shit:
- It's hard to measure user outcomes and easy to measure usage of your tool, so we build for long sessions with few results instead of the reverse
- The pressure to design a "portfolio piece" that will impress hiring managers creates perverse incentives
- It's hard to measure user outcomes and easy to measure usage of your tool, so we build for long sessions with few results instead of the reverse
- The pressure to design a "portfolio piece" that will impress hiring managers creates perverse incentives
Comments
"Viable" is the wrong way to look at the responsibility of the product manager - that sphere is more accurately described as *priority*. What is *important* to the business? And why?
Unfortunately, most software products are built that way - for tasks, not goals.
Eventually you hit the limits of the user's available attention and the features all start cannibalizing one another. This is known as the LinkedIn effect.
Sometime we want an app to do one thing well.
See Outlook & Teams for examples.
Especially Teams. Every update fails.
Every one.