Ramp’s Post

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🙀 Bad Product Design / Management becomes Customer Successes Problem Downstream, CS gets challenged to reduce time on calls, tickets, even headcount. If you are truely product led, CS should be involved in the discovery AND design phase to drive better products and business value.

In hardware, seeing a clear vision for the future is difficult. But a good foundation will build a product roadmap that leads to customer happiness and product milestones. Watch to learn how. ____ Learn more at mistywest.com

I've found that too many of us product creators have lost sight of the problems we're aiming to solve. Are you truly addressing customer needs? Or do you find yourself just going through the motions due to a severe case of "Check-the-Box Syndrome"? If this hits close to home, take a step back (and a deep breath). Then: 1. Question rigid processes that cause more harm (slowness) than good (help you deliver value) 2. Beware of arbitrary metrics - focus on ones that measure the value you claim you're delivering 3. Validate assumptions instead of blindly following requirements (i.e., ensure the end result will indeed deliver value) 4. Celebrate real success (the delivery of value to users), not just task completion Notice the repetition on "delivering value"? That's not a mistake. That's what it's all about. https://lnkd.in/em-WYXBj

I've been getting very eerie customer requests lately... Every day, we get product questions and "wishes" from customers, fed directly to our Slack (as well as an email thread). But I've noticed a pattern emerge recently: The requests *almost exactly* match the product work we're about to ship. Internally, we joke that Tido Carriero is secretly paying an army of customers to write in, begging for features we're already crafting. It's that uncanny. But I think this is what it feels like to be truly customer-led. They are literally leading us down the path. It's a beautiful thing when your product vision, roadmap, and customer feedback align perfectly.

Remember...an MVP should be a few features done well, instead of all the features done kind of okay. 15 subpar features = low-quality product. 3 excellent features = high-quality prototype that can improve later. If you build the former...you might not get a great test. Which is the whole point of the MVP.

When building, it's tempting to make a product with 𝘭𝘰𝘢𝘥𝘴 of features. Even before releasing it to customers. But that's a bad idea. And here's why. ⏰ Each feature requires more time. 📅 It pushes the launch date far into the future. ❓ You don't know if every feature is necessary. The worst case scenario is if you end up releasing a feature that customers don't need. You took a lot of time to develop that feature. You've delayed the launch for 3 months. And now nobody's biting. That's why it's best to start small and iterate on customer feedback. Release early. Learn with your customers. Remember: Don't develop features if you don't know customers need it.

In our latest blog post, Michael Iarrobino breaks down how CCC approaches product development—how we manage requirements and delivery, test functionality, launch new features, and ensure a strong and scalable systems foundation. Check it out: https://lnkd.in/ea3xQ8VQ

A lot of engineers need to rethink their approach to building features. Instead of striving for perfection and delaying launches, realize there's significant value in releasing a feature early to validate its usefulness before going the extra mile. On our team we operate on an 80/20 rule. What gets us 80% of the way there with 20% of the effort and lets validate before we spend 80% effort to go the extra 20%. Too many times, I see engineers getting caught up by small details and thinking through every edge case before shipping. We call this bike-shedding, and on my team, it's a cardinal sin. Ship early and learn from real world use cases before wasting your time. Be ok with not having an answer to everything when you get rolling.

When the POC becomes the final product.