Searching...
11 results for “feature prioritization”
In the early days of Superhuman, it would have been speed and keyboard shortcuts and the the overall design aesthetic as well as the time that we were saving you. You then go back to the somewhat disappointed users. And in the superhuman example, I w
56:57 / 58:13
from transcript56:57 – 58:13
And one of the things on that list was fast is better than slow. And what was interesting is this is a mantra that you would actually hear people using in meetings to help dictate decisions. You know? Well, we're considering this approach to this vie
50:08 / 51:19
from transcript50:08 – 51:19
So whatever seems like the most important thing for us to work on now and next is what we spend our time on. I think that served the project really well, versus how feeling attached to, like, some kind of quarterly goals or something. Like, we'll loo
51:40 / 52:48
from transcript51:40 – 52:48
And the idea here is that for important decisions, you should be able to identify one one reason that on its own supports the decision, and it's based on the observation that all too often we rely on a collection of weak reasons to justify decisions.
1:19:30 / 1:20:32
from transcript1:19:30 – 1:20:32
...the feature because it hits your goal, helps your goal most. But any other team can come in and be like, hey, Jackson. We need to work on some streak stuff to help with learning. You know, like, go for it. Does that just a tangent there. Do they, lik
1:06:45 / 1:07:47
from transcript1:06:45 – 1:07:47
...it's just sort of lost opportunity. And so everything from manage you know, being thoughtful about engineering roadmaps to design roadmaps to product roadmaps, all of that needs to come together in a system. So, essentially, mapping dependencies acro
1:09:45 / 1:10:50
from transcript1:09:45 – 1:10:50
Then we get into writing custom differentiators. So we're gonna write a bunch of, you know, good things on one end, crummy opposite on the other end, and then we're gonna score those. And so for the latchet story, we'll pick up with with Chris and Ja
32:08 / 33:20
from transcript32:08 – 33:20
It's really where we coordinate what we're doing. The team meets on a daily basis. We spend whatever amount of time we need to get on the same page about what we're building. It can be you know, we might talk about anything from, you know, what's mos
50:59 / 52:01
from transcript50:59 – 52:01
...it comes to feature development or, you know, building something that's gonna be meaty enough to sell, you know, then there's very few things that are gonna be a substantial value add to a product that you can do in two weeks. Right? So then you get
28:26 / 29:31
from transcript28:26 – 29:31
“The startup dilemma: optimize for revenue or product data?”
what would you wanna see on the go to market side? Because I feel like I maybe lately missed the mark. What are you optimizing for? Are you optimizing for revenue? Are you optimizing for usage and dat
24:16 / 24:52
tactical advice24:16 – 24:52
But to earn that right, you just need to go ridiculously fast in the early days and iterate really fast in all the ways that you're describing. If you were giving advice to companies on thick practical, tactical things they can do to make their busin
1:26:14 / 1:27:20
from transcript1:26:14 – 1:27:20
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.