How do you create a product development framework that works for all types of products and markets?

Defining the product goals is the best way to start a product development process. However, I believe the most important aspect to be considered is the Business Model. The product should be viable (it should solve a problem along the JTBD of the target market), it should be desirable (the product should be needed by the market) and most importantly it should be feasible (it should not be a product that you currently don't have the ability to create). This is essential because, there is no point developing something that will not be considered as a value addition for your target market. If there is no value added, the product will never get off the shelf in the scale required.

My tweak would be start with the consumer opportunity first.If you start with the product vision, you are basing development on what your product is trying to do, without establishing if there was a need for it or what the value of the solution is. The most versatile framework starts with the opportunity/problem and then defines the product charter as that helps identify what the right objectives and goals for success should be. It also better sets you up for pivots when needed because you will know when a product is doing what the developers intended it to, but the consumer really does not care. After this, charter your product vision. Your vision should clearly articulate your consumer proposition and why your target should care.

Just a bit of clarification that the mentioned methods are not really alternatives of each other. E.g Kanban and agile are competing methodologies but not really design thinking. It can be utilised in Kanban or agile, in one of the relevant stages of Product development

Well I will concur this is quite a spaghetti of methodologies, framework, and concept; all thrown together - waterfall, agile, lean, scrum, kanban, design thinking. Waterfall and Agile are considered as methodologies, while Scrum and Kanban are frameworks under Agile. IMHO, article shall go under a revision to address this.

It is not about just finding the right team. It is also about conveying the significance of the product in the customers life. If the team is not inspired to make a difference, then how will the product make a difference?

Well have a difference of opinion on this section. Product Roadmap is developed way early in the product lifecycle, has logical milsetones to visualize product progression, this is when you are engaging with your stakeholders for their buy-in. When you are dealing with scope decomposition through Epics, Features, User Stories - they are working elements of "Product Backlog". Tasks are even lower level details, they are more granular work often identified and defined during Backlog Refinement or even during Sprint Planning.

Customer is king actually means a lot in this case. It is not just about assimilating data from users but also from the prospective users. What a small subset of users in your focus group or alpha testing may not reflect the actual needs of the overall market. It is important to keep the overall market in mind and consider their opinions during product development as well.

My prior team and I created IDEAS - Ideation, Design, Execution, Acceleration, Scaling - to facilitate launching diverse products. This adaptable framework offers tailored steps for every market and product type. Each phase is flexible, data-driven, and user-focused, establishing IDEAS as a go-to resource for holistic product development.