Now, I understand deadlines. I understand that the plane will take off whether or not I’m on it, or the importance of beating the holiday retail rush, or that "the show must go on". It is perfectly clear to me how people use timekeeping technology to coordinate social activity. It’s actually quite remarkable when you step back and look at it. But, over the years, I have observed that there is a difference between those examples and the ones around the delivery of Things, which tend to be completely arbitrary. When you wrap an arbitrarily complex endeavor up in a neat launch date, the goal seems to be more about coercing the people beneath you to absorb the overhead of all the details you left out—that or sweating it yourself. As a tool for coordinating human activity, I have come to believe that the Thing-deadline calculus is, considering more sophisticated alternatives, unnecessarily crude.
Eating your own dog food or “dogfooding” is the practice of using one's own products or services. This can be a way for an organization to test its products in real-world usage using product management techniques. Hence dogfooding can act as quality control, and eventually a kind of testimonial advertising. Once in the market, dogfooding can demonstrate developers confidence in their own products.
Success depends wholly on the anticipation and obviation of failure, and it is virtually impossible to anticipate all the uses and abuses to which a product will be subjected until it is in fact used and abused not in the laboratory but in real life. Hence, new products are seldom even near perfect, but we buy them and adapt to their form because they do fulfill, however imperfectly, a function that we find useful.
My passion has been to build an enduring company where people were motivated the make great products. Everything else was secondary...the products, not the profits, were the motivation.
Some people say, "Give the customers what they want." But that's not my approach. Our job is to figure out what they're going to want before they do. I think Henry Ford once said, "If I'd asked customers what they wanted, they would have told me, 'A faster horse!'" People don't know what they want until you show it to them. That's why I never rely on market research. Our task is to read things that are not yet on the page.
Care brings the worlds of action and meaning back together, and reconnects the necessary work of maintenance with the forms of attachment that so often (but invisibly, at least to analysts) sustain it.
...What if we care about our technologies, and do so in more than a trivial way? This feature or property has sometimes been extended to technologies in the past, but usually only ones that come out of deep folk or craft traditions, and rarely the products of a modern industrial culture.
...Is it possible to love, and love deeply, a world of things?
…in so many of the best product companies there is an additional dimension that goes beyond individual empowered product teams, and even goes beyond achieving business results.
It has to do with ensuring a level of what I’ll refer to here as “excellence” although that is clearly a very ambiguous term.
Over the years, this concept has been referred to by many different names, always necessarily vague, but all striving to convey the same thing: “desirability,” “aha moments,” “wow factor,” “magic experiences,” or “customer delight,” to list just a few.
The concept is that an effective product that achieves results is critical, but sometimes we want to go even beyond that, to provide something special.
Maybe it’s because we believe this is needed to achieve the necessary value. Maybe it’s because the company has built its brand on inspiring customers.
Often this dimension shows up most clearly in product design, where functional, usable but uninspiring designs can often achieve our business results, but great design can propel us into this realm of the inspiring.
I like to think about the early years of [Airtable] as not only a great time for us to be patient and to get a lot of details right in the product. I think some of those details had to be done in a slow, deliberate way with a small team. You can't necessarily parallelize the design and development of a really detail-oriented product.
Framing is all about the problem and the business value. It's the work we do to challenge a problem, to narrow it down, and to find out if the business has interest and urgency to solve it.
The framing session is where a feature request or complaint gets evaluated to judge what it really means, who's really affected, and whether now is the time to try and shape a solution.
Too many product managers and product designers want to spend all their time in problem discovery, and not get their hands dirty in solution discovery – the whole nonsense of “product managers are responsible for the what and not the how.”
"Feature complexity is like surface area and quality of execution is like height. I want a base level of quality execution across all features. Whenever I commit to building or expanding a feature, I'm committing to a baseline of effort on the user experience."
There’s a distinction to make: The set of features you choose to build is one thing. The level you choose to execute at is another. You can decide whether or not to include a feature like ‘reset password’. But if you decide to do it, you should live up to a basic standard of execution on the experience side.
Features can be different sizes with more or less complexity, but quality of experience should be constant across all features. That constant quality of experience is what gives your customers trust. It demonstrates to them that whatever you build, you build well.
As Nosrat provides a simple list of essential ingredients for any great meal, can we describe a simple list of essential components for digital products?
Here are four elements that I believe are the foundation of great digital products: Research, Empathy, Simplicity and Speed.
Glass looks and feels perfectly tailored to my photo sharing needs and expectations. For me it’s even better than pre-Facebook Instagram in the sense that it pushes me to select and share what I think are good photos (same as it happens with Flickr), rather than making me obsess with getting ‘the Instagram shot’ at all costs every day or multiple times in a day. It doesn’t cheapen photography like Instagram has done for years.
That’s why I hope Glass’s founders/developers will resist feature creep. Resist user objections like: I don’t think Glass is offering that much for the subscription price they’re asking. There are a lot of people who will gladly pay for having a cleaner, simpler, focused experience.
Too often, a popular consumer app unexpectedly gets worse: Some combination of harder to use, missing features, and slower. At a time in history where software is significantly eating the world, this is nonsensical. It’s also damaging to the lives of the people who depend on these products.
...Maybe we ought to start promoting PMs who are willing to stand pat for an occasional release or three. Maybe we ought to fire all the consumer-product PMs. Maybe we ought to start including realistic customer-retraining-cost estimates in our product planning process.
We need to stop breaking the software people use. Everyone deserves better.
The big misconception I’ve seen designers and developers often fall victim to is believing that handoff goes one way. Designers hand off comps to developers and think their work is done. That puts a lot of pressure on the designer to get everything perfect in one pass.
Instead, great collaboration follows what Brad Frost and I call “The Hot Potato Process,” where ideas are passed quickly back and forth from designer to developer and back to designer then back to developer for the entirety of a product creation cycle.
Since the Macintosh team were artists, it was only appropriate that we sign our work. Steve came up with the awesome idea of having each team member's signature engraved on the hard tool that molded the plastic case, so our signatures would appear inside the case of every Mac that rolled off the production line. Most customers would never see them, since you needed a special tool to look inside, but we would take pride in knowing that our names were in there, even if no one else knew.
Finding value is the result of enabling individual and group-level discovery attempts. It's not the result of everyone following one leader's gut.
What just happened is a new software product/feature was created that no customer wanted. This happens way too often. In fact, most hyper important software projects that must be done by date certain or else, have deep flaws that cause some variation of this phenomenon, flaws that include:
Not wanted - Company specified a solution to a problem that customers don't actually have
No Rarity - Company is pursuing an iKnockoff of existing products. The market already has two scaled competitors with working solutions, customers naturally spend budget on products that are already successful to avoid risk
Incorrect Packaging - Customers need a website, but the company created an iOS app instead
Incorrect Pricing - Customers need SaaS pricing, but the company created a shrink wrapped, on-premise solution with CapEx and maintenance agreements instead
Say you’re trying to test whether people like pizza. If you serve them burnt pizza, you’re not getting feedback on whether they like pizza. You only know that they don’t like burnt pizza. Similarly, when you’re only relying on the MVP, the fastest and cheapest functional prototype, you risk not actually testing your product, but rather a poor or flawed version of it.
Consider, for example, how “broken world thinking” can benefit product design. What if the person (or team) who invented a new technology collaborated with the person (or team) who would one day repair the same technology? What if the innovation stakeholders and the infrastructure stakeholders collaborated closely with the end users? What if every new product designed by a technology company was designed in such as way as to factor in what happens to the product after planned obsolescence?
Building structure requires serious listening, serious reflection, and serious imagination. All this requires experience, and no matter how experienced you are, it costs you. We spend our time and nerves to save users their time and nerves. Well-designed things give us the invaluable present of time. Well-designed products do not just save us time, they make us enjoy the time we spend with them. They make us feel that someone has been thinking about us, that a nice person took care of the little things for us. This is mainly why we perceive well-designed things as more beautiful the longer we use them, and the more used they become.
The lake was silent for some time. Finally, it said:
"I weep for Narcissus, but I never noticed that Narcissus was beautiful. I weep because, each time he knelt beside my banks, I could see, in the depths of his eyes, my own beauty reflected."
If he were to tire of the Andalusian fields, he could sell his sheep and go to sea. By the time he had had enough of the sea, he would already have known other cities, other women, and other chances to be happy. I couldn't have found God in the seminary, he thought, as he looked at the sunrise.
When someone sees the same people every day, as had happened with him at the seminary, they wind up becoming a part of that person's life. And then they want the person to change. If someone isn't what others want them to be, the others become angry. Everyone seems to have a clear idea of how other people should lead their lives, but none about his or her own.
"When you really want something, it's because that desire originated in the soul of the universe...And, when you want something, all the universe conspires in helping you to achieve it."
"'Well, there is only one piece of advice I can give you,' said the wisest of wise men. 'The secret of happiness is to see all the marvels of the world, and never to forget the drops of oil on the spoon.'"
There must be a language that doesn't depend on words, the boy thought. I've already had that experience with my sheep, and now it's happening with people.
He was learning a lot of new things. Some of them were things that he had already experienced, and weren't really new, but that he had never perceived before. And he hadn't perceived them because he had become accustomed to them. He realized: If I can learn to understand the language without words, I can learn to understand the world.
"I'm afraid that if my dream is realized, I'll have no reason to go on living.
"You dream about your sheep and the Pyramids, but you're different from me, because you want to realize your dreams. I just want to dream about Mecca. I've already imagined a thousand times crossing the desert...I've already imagined the people who would be at my side, and those in front of me, and the conversations and prayers we would share. But I'm afraid that it would all be a disappointment, so I prefer just to dream about it."
There was a language in the world that everyone understood, a language the boy had used throughout the time he was trying to improve things at the shop. It was the language of enthusiasm, of things accomplished with love and purpose, and as part of a search for something believed in and desired.
Yet the boy felt that there was another way to regard his situation: he was actually two hours closer to his treasure...the fact that the two hours had stretched into an entire year didn't matter.
It reminded him of the wool from his sheep...his sheep who were now seeking food and water in the fields of Andalusia, as they always had.
"They're not my sheep anymore," he said to himself, without nostalgia. "They must be used to their new shepherd, and have probably already forgotten me. That's good. Creatures like the sheep, that are used to traveling, know about moving on."
Maybe he was also learning the universal language that deals with the past and present of all people. "Hunches," his mother used to call them. The boy was beginning to understand that intuition is really a sudden immersion of the soul into the universal current of life, where the histories of all people are connected, and we are able to know everything, because it's all written there.
"Maktub," the boy said, remembering the crystal merchant.
In one of the books he learned that the most important text in the literature of alchemy contained only a few lines, and had been inscribed on the surface of an emerald.
"It's the Emerald Tablet," said the Englishman, proud that he might teach something to the boy.
"Well, then, why do we need all these books?" the boy asked.
Two nights later, as he was getting ready to bed down, the boy looked for the star they followed every night. He thought that the horizon was a bit lower than it had been, because he seemed to see stars on the desert itself.
"It's the oasis," said the camel driver.
"Well, why don't we go there right now?" the boy asked.
He had only one explanation for this fact: things have to be transmitted this way because they were made up from the pure life, and this kind of life cannot be captured in pictures or words.
Because people become fascinated with pictures and words, and wind up forgetting the Language of the World.
When he looked into her dark eyes, and saw that her lips were poised between a laugh and silence, he learned the most important part of the language that all the world spoke—the language that everyone on earth was capable of understanding in their heart. It was love.
...He had been told by his parents and grandparents that he must fall in love and really know a person before becoming committed. But maybe people who felt that way had never learned the universal language. Because, when you know that language, it's easy to understand that someone in the world awaits you.
He tried to deal with the concept of love as distinct from possession, and couldn't separate them...if anything could help him to understand, it was the desert.
...He followed the movement of the birds, trying to read something into it. Maybe these desert birds could explain to him the meaning of love without ownership.
He knew that any given thing on the face of the earth could reveal the history of all things...Actually, it wasn't that those things, in themselves, revealed anything at all; it was just that people, looking at what was occurring around them, could find a means of penetration to the Soul of the World.
"If what one finds is made of pure matter, it will never spoil. And one can always come back. If what you had found was only a moment of light, like the explosion of a star, you would find nothing on your return."
"And what went wrong when other alchemists tried to make gold and were unable to do so?"
"They were looking only for gold," his companion answered. "They were seeking the treasure of their Personal Legend, without wanting to actually live out the Personal Legend."
"The wise men understood that this natural world is only an image and a copy of paradise. The existence of this world is simply a guarantee that there exists a world that is perfect."
"The desert will give you an understanding of the world; in fact, anything on the face of the earth will do that. You don't even have to understand the desert: all you have to do is contemplate a simple grain of sand, and you will see in it all the marvels of creation."
"People are afraid to pursue their most important dreams, because they feel that they don't deserve them, or that they'll be unable to achieve them. We, their hearts, become fearful just thinking of loved ones who go away forever, or of moments that could have been good but weren't, or of treasures that might have been found but were forever hidden in the sands. Because, when these things happen, we suffer terribly."
"There was a time when, for me, a camel's whinnying was nothing more than whinnying. Then it became a signal of danger. And, finally, it became just a whinny again."