What kinds of product problems do we solve? We solve problems like these (and many more):
- Product backlog is too long
- Quality issues, production issues, fire fighting
- Impact and relevance is small
- Product lacks “secret sauce”
- Features missing the mark with customers
- Product has ill-defined purpose – unsure of what job it does
- Product sales cycles too long, labour intensive
- Ineffectual channels to market
- Competition is winning, customers are defecting
- User experience cohesion is poor
- Product fails to make users awesome or give them super powers
- Dated user interface design
- On boarding and engagement failures – users give up
- Product is difficult to use or presents users with convoluted workflows
- Operating cost per customer too high
- High total cost of product ownership
- Low user enthusiasm and word of mouth recommendation
- “Me too” product, with no product advantages, low margins
- Need tactical wins without sacrificing long term viability
- Not sure what the minimum lovable product would be
- User interface clutter and complexity
- Obsolete technology stack, impacting cost, reliability and agility
- Nobody knows the product’s benefits – analysts unimpressed
- Not sure who the product is for – poorly understood user personas
- No product strategy – where to next?
- No or low innovation flow
- Technical debt lengthening development cycles, storing up problems, stalling progress
- Slow release cadence, low customer feedback and validation
- Too much work in progress
- Not sure it’s secure
- Sub-optimal business model, impacting cash flows
- Poor customer experience when interacting with your organisation
- Over-dependence on a few rock star staff members
- Product can’t scale to meet demand
- Feature bloat and interface clutter
- Product lifecycle needs managing, end of life products to retire and replace
- Low developer morale or culture issues, low psychological safety
- Poor product sense or understanding of feature motivation and context
- Haphazard new product introductions, missed opportunities to impress customers
- No product vision for the future
- Low return on incremental feature development
- Need to turn a product into a platform
- Limited ecosystem partnerships
- Purpose and meaning in the work are missing
- Destructive executive interference
