How do you avoid building features that customers don't want or need?

The key to avoiding unnecessary features is building with intention. Bridge the gap between what people say they want and what they actually do. I always start by deeply understanding the problem we're solving—not just from the business's point of view, but from the customer's lived experience. To stay on track: Talk to customers early and often. Feedback is gold. Prioritize features that align with both user needs and long-term strategy. Keep your product simple; complexity can hide in the form of extra features. At the end of the day, it's about value. If a feature doesn't enhance the user’s experience or solve a real pain point, it's time to rethink. Use tools like gummysearch.com for User discovery.

We often know the ideal approach, but in practice, teams can still make mistakes despite understanding the right steps. The solution lies in revisiting the basics: a) Aligning with the product strategy and minimizing deviations. b) Correctly leveraging customer feedback and data insights, avoiding misinterpretation. c) Conducting usage and behavior analysis to inform decisions. d) Prioritizing based on user interviews to address short, medium, and long-term needs. The hardest mistake to avoid is building unnecessary features. Staying disciplined in these areas is essential for success.

The most common pitfall of building a product is building something that you think the customer wants, but in reality, the customer is already satisfied with some other product that fulfils their needs. To avoid this, extensive user research is the only way. Another common mistake that is often committed while doing user research is asking the customer whether they need a certain new product. If you show a customer some new product and ask them whether they need it, they would obviously say yes. The idea of novelty excites customers just enough to say yes during an interview but not enough to actually buy the product when it comes to that. Hence, user research should be primarily be focused on the problem that the user might be facing.

Ma clé pour éviter les fonctionnalités inutiles est de construire par besoin et non par volonté. Il faut identifier l'écart entre ce que les gens disent vouloir et ce dont ils ont besoin : toujours penser problème & besoin avant de penser solution, la solution n'est que l'aboutissement d'une conception sous contraintes. Il y a 1000 fa?ons de solutionner un besoin : élire une solution à l'instinct ne fonctionne quasi jamais à long terme. Pour cela : - être en contact avec des users le + souvent possible - poser toutes ses idées précon?ues comme hypothèses à valider - répondre "pourquoi" ou "pour quel besoin" à tous les "il faut" - poser des questions toujours ouvertes, sans biais (qui commencent par "Comment" plut?t que par "est ce que")

The better you understand the job your customer is trying to get done and the context surrounding that job the better you can be understand where your product fits. You can then prioritize features that can offer the highest perceived value, with an understanding of where you fit in best in their workflow.

I’d like to share one somewhat radical but very quick approach. During your next customer interview, ask a simple question: “Would you consider increasing the monthly fee by 1% if this feature is included, or would you rather take a 2% discount if it’s not there?” This can give you many insights into real customer pains. If the customer does not value the change more than 2% of the monthly fee, then it’s probably not the problem you should focus on.

To avoid building unnecessary features, don’t just assume—validate. Every idea is a hypothesis until proven otherwise. Treat your assumptions like they’re on trial; gather evidence through experiments, prototypes, MVPs, and A/B tests. Let real customer behavior be the judge. Embrace failure as a path to discovery, learning from what doesn’t work to refine what does. This isn’t just about testing—it’s about learning, adapting, and iterating until what you build resonates deeply with your customers. In a world where assumptions can lead you astray, validation is your compass. This is how you transform ideas into features that customers not only use but can’t imagine living without.

Test Hypotheses Early: Use quick surveys or interviews to gauge interest in potential features before development. Prototype and Iterate: Create low-fidelity prototypes to visualize concepts and gather user feedback before investing in full development. Conduct Usability Testing: Test features with real users to see how they interact and if they find them valuable. Use A/B Testing: Implement variations of features with different user groups to determine which performs better. Analyze Data: Monitor engagement metrics and user behavior to validate if features meet actual needs. Engage in Continuous Feedback Loops: Regularly check in with customers to ensure ongoing alignment with their preferences.

Collecting data is just one part; acting quickly on the results is crucial. Fast feedback during the validation stage minimizes costs and prevents bigger mistakes. The Lean approach is particularly useful here as it enables testing ideas with minimal resources. Don’t be afraid of failures—they offer valuable lessons. The key is to fail fast and iterate, refining your hypotheses as you move forward based on real-world evidence and insights.

Validar supociciones es el arte de soltar sesgos para mirar a los ojos a la realidad. Si contamos con evidencias, estamos mas cerca de resolver problema reales.

One thing to keep in mind here: collect all data from sales and CS first, then go through the list of features that are most requested AND are tied to the most value. Avoid choosing features first, then finding proof to validate your priorities. There should be very little bias when you're weighing your options. Everyone can justify what to build - so gather the data first. Then objectively go through what customers want. Filter by your ICP. Then go build the actual stuff they want. You wanted to build feature A, but they want feature D? Too bad, you're now building feature D.

To avoid building unnecessary features, prioritization is essential. Features should be viewed as strategic investments, each one aimed at delivering maximum value for both customers and the business. Utilizing frameworks like value vs effort, impact vs uncertainty, RICE, or MoSCoW can help filter out the noise.However, prioritization goes beyond logic. It involves tapping into the emotional pulse of customers to identify which features will not only solve their problems but also delight them—features that make them feel heard, understood, and valued.By blending strategic analysis with deep customer empathy, features can be prioritized that go beyond functionality to create meaningful experiences.

Alongside the suggested frameworks, the Kano model can help differentiate between must-have features and those that delight users, boosting satisfaction. Involve cross-functional teams (marketing, support) in prioritization to get a holistic view of what’s truly valuable. This ensures you’re focusing on features that provide the most impact for both the customer and the business, while also keeping the product streamlined and aligned with strategy.

Establish Clear Criteria: Define criteria for prioritization, such as customer impact, feasibility, and alignment with business goals. Use a Prioritization Framework: Implement frameworks like the MoSCoW method (Must have, Should have, Could have, Won’t have) or the RICE scoring model (Reach, Impact, Confidence, Effort). Gather Customer Feedback: Involve customers in the prioritization process by using surveys or voting on potential features. Focus on MVP: Start with a Minimum Viable Product (MVP) that includes only the most essential features to test the market response. Review and Adjust: Regularly revisit and adjust your priorities based on user feedback and changing market conditions.

Prioritizing features is crucial because not every feature carries the same weight or urgency. One effective way to do this is by employing the MoSCoW method. This framework breaks down features into four categories: Must have, Should have, Could have, and Won't have. Must have: These are the essential features without which the product cannot function. They are non-negotiable and need to be delivered first. Should have: Important features that add significant value but are not critical to the core functionality. Could have: These are desirable features that can enhance the user experience but are not essential. Won't have: Features that are not a priority for the current iteration but might be considered for future releases.

Start with a Minimum Viable Product (MVP): Launch an MVP with essential features to test the market and gather feedback quickly. Collect User Feedback: Actively seek feedback through surveys, interviews, and usability tests to understand user experiences and preferences. Analyze Data: Monitor user behavior and engagement metrics to identify which features are used and valued. Implement Agile Methodologies: Use iterative development cycles to make incremental improvements based on real user input. Prioritize Iterations: Focus on refining existing features before adding new ones, ensuring they meet user needs effectively.

Iteration and improvement are essential for ensuring features resonate with customers. The journey begins at launch and thrives on continuous refinement based on real feedback and data. Utilize tools like usability testing, user reviews, retention metrics, and feature usage analysis to gather insights. But rather than merely improving, aim to innovate. Ask, “What would make this feature indispensable?” This process isn’t just about optimization; it’s about crafting an experience that adapts and consistently delivers value. By combining strategic foresight with deep customer empathy, features evolve from functional to unforgettable, driving both satisfaction and lasting loyalty.

Improving products is never a one-time event; it's a continuous journey. In each phase, it’s important to gather feedback from users, analyze how the product is being used, and make necessary adjustments. This ongoing cycle of collecting insights, making improvements, and re-evaluating helps ensure that the product consistently meets and exceeds customer expectations. Think of it as fine-tuning a car—regular maintenance keeps it running smoothly and improves its performance over time.

Avoiding unwanted features? It's like being a chef! ?? There's no point in creating elaborate dishes if no one's going to eat them, right? The key is to listen to your customers as if they were food critics. Do tastings, serve small portions before dishing out the whole meal. Use data as seasoning, adjusting the recipe to suit the public's taste. And remember: sometimes, less is more. A lean, delicious menu is better than a giant buffet that nobody appreciates. Keep your eyes and ears open, and don't be afraid to take something off the menu if it's not a hit. After all, the customer is always right... most of the time! ??

Communicating and educating customers about features is a strategic imperative. Every feature should be unveiled as a compelling story, engaging customers through channels like emails, blogs, videos, webinars, and in-app messages. The goal is to inspire, showing how each feature addresses real needs and enhances the experience. This creates a feedback loop, transforming customers into co-creators. By fostering a culture of communication and education, awareness and adoption increase, while deepening customer relationships. Features evolve from mere tools to essential parts of the customer journey, driving satisfaction and long-term loyalty, ultimately ensuring the product remains relevant and valued in a rapidly changing landscape.

Keeping an open line of communication with the users is key. Regular engagement ensures that users are aware of and understand the benefits of new features. It’s not enough to simply release a feature; we must also educate our users on how to use it effectively. This can be achieved through tutorials, guides, or direct interaction, ensuring the users get the most out of every update.

Unwanted or unnecessary features create bloat, increase system complexity, and burden both customers and the product team. To avoid this trap, adopt a rigorous approach to feature management. Start by using techniques like progressive feature delivery to thoroughly test new product hypotheses before rolling them out broadly. This allows you to validate the actual customer value before investing further. Ongoing monitoring and evaluation of feature relevance is also crucial. Continuously analyze usage metrics, customer feedback, and other key signals to identify features that are no longer serving your users' needs. These should be strong candidates for retirement.

Regularly reviewing and retiring features that no longer serve customer needs is essential for maintaining a focused and efficient product roadmap. In the context of servicing technology, for example, a feature like forms in a help center might have been initially introduced to provide a convenient communication channel. However, if data analysis reveals that customers rarely use this feature or if it's causing significant delays in service, it might be more beneficial to retire it in favor of more effective support channels like live chat or phone. By eliminating features that are hinder the user experience, we can streamline our product offerings and allocate resources to more valuable initiatives that directly address customer needs.

In my experience, avoiding unnecessary features starts with a strong focus on customer feedback and data. One thing I've found helpful is running early-stage user testing and gathering insights before diving into development. This helps validate if a feature solves a real problem. I also prioritize regular check-ins with both customers and cross-functional teams, ensuring every new feature aligns with actual needs. By staying data-driven and customer-focused, we avoid building features that don't add value.

Product managers can focus on these key strategies: 1) Enforce evidence-based decisions: Ground every product idea in evidence, using product data, user feedback, or market analysis to validate assumptions or hypotheses. 2) Apply a test-and-learn approach: User interviews are helpful, but putting a prototype or ‘Wizard of Oz’ experiment in front of users provides more actionable insights. 3) Define measurable success criteria: Set clear metrics for each feature to measure success post-launch. This keeps the team focused on outcomes that matter.

To avoid building features that customers don’t want, product managers can apply these strategies: 1) Conduct user interviews to iteratively refine customer personas and gain insights into their needs and challenges. 2) Use a concierge MVP or a fake doors experiment to validate whether customers are truly interested in the product or feature. 3) Launch a minimal version of the feature, gather feedback, and refine it over time to ensure it aligns with user needs.

1) Combine concept surveys and user interviews to confirm whether the proposed features address meaningful problems for target customers. 2) Use fake door testing to gauge customer interest quantitatively before committing to full development. 3) Develop a minimal version of the feature and launch it quickly. Gather early feedback to validate key assumptions and guide future iterations.