Matthew Eaton’s Post

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Technical Product Manager at New Media Retailer

Last week, it was leaked that Twitter's subscription product teams are tasked to deliver three to four features per week. This is a prime example of the "feature factory" mindset, one that will hurt the company during a crucial transition to its new structure. Allow me to explain the term and why this will not benefit the organization. As a product manager, you're tasked with delivering the best possible product to your customers. In the pursuit of constant innovation and growth, it's easy to fall into a feature factory mindset. This is where the focus shifts from creating high-quality features that add value and improve UX to pumping out as many new features as possible, regardless of their quality or relevance to the product's overall goals. Success is binary; if the team hits the quota of features released, it's a success. Why is this dangerous? 1. It leads to a bloated, unfocused product that lacks clear value propositions for users. 2. It puts undue pressure on teams to work at a breakneck pace, which can result in burnout, low morale, and turnover. Twitter’s leadership has dismissed these concerns to favor “hardcore” employees, but it’s undeniable that this should be a concern. 3. It diverts resources away from meaningful product improvements, such as UX enhancements and bug fixes, in favor of churning out more features that may not add much value. It’s crucial to resist the temptation to prioritize quantity over quality. Instead, PMs must focus on delivering features that address specific user needs and align with the product's overall vision. A product’s number of features has no bearing whatsoever on whether the product meets a user’s expectations of value. By focusing on delivering high-quality features that address user needs and align with your product's overall vision, you'll create a better, more focused product and a happier, more motivated team. Image credit: ProductPlan.com News source: https://lnkd.in/dkqdrUJX

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