We solved this by asking anyone with a great idea to back it up with a one-pager explaining how they would execute it. These documents described the problem and how solving it would positively impact the user, then detailed the steps required, resources needed, estimated timeline, and ongoing maintenance. Even great ideas are often not actionable at any given moment due to competing priorities and lack of resources. These one-pagers helped clarify which ideas we would immediately execute on.
As Don Norman — known for coining the term “UX” — said it best, “The real problem with the interface is that it is an interface. Interfaces get in the way. I don’t want to focus my energies on an interface. I want to focus on the job.”
…the box, the more something promises to do, the more likely you are to buy something in-store good. It looks great on the floor, it looks amazing in the showroom, the demo’s impressive, but once you remove it from the perfect setting, the perfect lighting, the “I need it” moment, it fails to deliver when you actally get it home.
…most product managers are overworked, spread too thin, and under-empowered. They’re the go-between. What people recognize as “bad product management” can almost always be traced back to deeper organizational challenges. These challenges manifest in the connective tissue of the organization (the product team). Product …