I’ve been thinking about how much great product design has in common with life. It’s not just about what people say they want, it’s about truly listening to uncover what they need. "It’s about creating something that delivers real value and makes a difference." The same goes for life: when we take time to understand others, we build stronger relationships and create more meaningful experiences. Whether in design or life, it’s about going beyond the surface to bring real value. 😇
Pachari Detpunyawat’s Post
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You cannot design a product you do not understand If you do not understand your product, how can you design the solutions your product plans to offer? One of the foundational blocks of product design is empathy: “the ability to understand and share another person’s feelings, putting oneself in someone else’s shoes, experiencing their emotions, and comprehending their perspective.” Without deep knowledge of your product, you cannot fully empathize with your potential users, understand their pain points, and work on simplifying a solution to their pain points. I have listed some points on how to improve your understanding of your products in the article below
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Feature factory vs experienced value or delight
Here's a question that often stumps product managers, designers, and engineers: Does the next feature truly add value, or is it just adding to the clutter? But it's not asked enough. It's easy to fall into the trap of thinking that adding more features is the key to a successful product. However, this can lead to a product that is overloaded and complex, ultimately diluting its core value. Often, the best thing to do is to remove features. Sharpen the product's focus, enhancing overall user experience. A simpler interface can improve usability and satisfaction, making product more appealing and easier to use. Each added or removed feature can shift the product's balance. The goal is to maintain a focus on what truly benefits the user. In practice, constantly evaluate the impact of each feature. Ask whether it adds real value or clutters the experience. Simplify where possible, focusing on quality over quantity.
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It is a must to focus on what exactly your product should deliver, taking into consideration all different aspects such as “market needs, value proposition, competitive advantage”. This will lead you to focus on the main features and continuously sharpening them. According to customer feedback gathered through user interviews and market research you should be able to take a step forward in current feature detail or add new ones. #productmanager #PMF #features
Here's a question that often stumps product managers, designers, and engineers: Does the next feature truly add value, or is it just adding to the clutter? But it's not asked enough. It's easy to fall into the trap of thinking that adding more features is the key to a successful product. However, this can lead to a product that is overloaded and complex, ultimately diluting its core value. Often, the best thing to do is to remove features. Sharpen the product's focus, enhancing overall user experience. A simpler interface can improve usability and satisfaction, making product more appealing and easier to use. Each added or removed feature can shift the product's balance. The goal is to maintain a focus on what truly benefits the user. In practice, constantly evaluate the impact of each feature. Ask whether it adds real value or clutters the experience. Simplify where possible, focusing on quality over quantity.
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I don't think product folks "fall into the trap" of adding more features. But I do agree the "next feature" question isn't often asked and can *feel* counter-intuitive. First, I believe it isn't often asked because, in most organizations, it doesn't make sense to ask because the organization creates an environment where "more features" get incentivized - either via extrinsic rewards or cultural norms (or both). Furthermore, many organizations seem to still "succeed" even though this is happening. This gets tricky (and deep) because this shifts the problem from an individual awareness/capability problem to a systems-based organizational change issue. Secondly, I think it's a vast oversimplification to frame the alternative as "focusing on quality over quantity" and to maintain a "focus on what truly benefits the user." I mean, those things are kinda true...sometimes, and boy they sure feel easy to agree with. This makes me think of two examples: 1. The Swiss Army knife: Sure, it's easy to say that none of the tools in a Swiss Army knife (or any multi-tool) are the best at what they do. Yet, these types of tools remain ridiculously popular. The value prop of multitools isn't "fewer high-quality features"...it's something else. 2. The story of the original Sony Walkman being released without a "record" function. Adding a record feature to the Walkman was technically possible without greatly increasing its cost. However, at the time, a mobile music device was different, and adding the record feature would confuse its position in the market when making a purchase decision *even though* the record feature already had demonstrable user value. User value here was less important that user perception. Both these highlight how unhelpful Product Platitudes can be when digging into the details of understanding people, both as individuals and as groups, as users and as buyers. Talking to customers is important but observing them may be more so.
Here's a question that often stumps product managers, designers, and engineers: Does the next feature truly add value, or is it just adding to the clutter? But it's not asked enough. It's easy to fall into the trap of thinking that adding more features is the key to a successful product. However, this can lead to a product that is overloaded and complex, ultimately diluting its core value. Often, the best thing to do is to remove features. Sharpen the product's focus, enhancing overall user experience. A simpler interface can improve usability and satisfaction, making product more appealing and easier to use. Each added or removed feature can shift the product's balance. The goal is to maintain a focus on what truly benefits the user. In practice, constantly evaluate the impact of each feature. Ask whether it adds real value or clutters the experience. Simplify where possible, focusing on quality over quantity.
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Very interesting question. Having been on both sides, where I have followed product's mandate of more feature development, even when the users are not asking for more, and I have been on the other side, where research finds blind spots in the customer experience, where users are desperate for the right features, not all the features. I feel sometimes the removal of non-essential features, based on user feedback can help the overall experience of the product.
Here's a question that often stumps product managers, designers, and engineers: Does the next feature truly add value, or is it just adding to the clutter? But it's not asked enough. It's easy to fall into the trap of thinking that adding more features is the key to a successful product. However, this can lead to a product that is overloaded and complex, ultimately diluting its core value. Often, the best thing to do is to remove features. Sharpen the product's focus, enhancing overall user experience. A simpler interface can improve usability and satisfaction, making product more appealing and easier to use. Each added or removed feature can shift the product's balance. The goal is to maintain a focus on what truly benefits the user. In practice, constantly evaluate the impact of each feature. Ask whether it adds real value or clutters the experience. Simplify where possible, focusing on quality over quantity.
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People no longer use software as they did five years ago. Users are weary of having a multitude of bloated apps for single purposes. The goal is to offer a focused experience that addresses specific pain points without distractions, excelling in one or two areas better than anyone else. If the information needs to interact with other systems or transition to a different phase requiring another objective or software, proper integrations should manage that.
Here's a question that often stumps product managers, designers, and engineers: Does the next feature truly add value, or is it just adding to the clutter? But it's not asked enough. It's easy to fall into the trap of thinking that adding more features is the key to a successful product. However, this can lead to a product that is overloaded and complex, ultimately diluting its core value. Often, the best thing to do is to remove features. Sharpen the product's focus, enhancing overall user experience. A simpler interface can improve usability and satisfaction, making product more appealing and easier to use. Each added or removed feature can shift the product's balance. The goal is to maintain a focus on what truly benefits the user. In practice, constantly evaluate the impact of each feature. Ask whether it adds real value or clutters the experience. Simplify where possible, focusing on quality over quantity.
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Product thinking from a designer’s perspective is worth learning from! The user perspective, from me to us, switches to the user perspective through data structure method, co-creation method, and master method to find the top common points; values, from self-interest to altruism, works, business, user, social value, solves pain points, Create additional altruistic value; worldview, from the past to the future, users stand at the center of the worldview, looking up with empathy and looking down with compassion. A good design not only represents the designer’s design skills, but more importantly, product thinking and understanding of aesthetics!
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Building a No-Code Platform For Creators To Build Interactive Stories, Simulations and Games
Interesting framework to help focus on what’s important when designing/building products!
“Product Craft” is a topic that is so important but often hard to define. After Lenny Rachitsky posted our conversation last week, Ini Adesiyan , Peter Yang and several other ppl asked me to share the product craft frame work I use with my teams. I thought it might be helpful to share broadly, so here it is. This framework comes from my time at IG and is an expansion of what I learned from Robby Stein who ran Stories and other “sharing experiences,” Ian Spalter who ran Design, and Kevin Weil who led IG Product back then. What products do you think have all three elements of product craft? What products (or types of products) are missing a core piece of craft and why? How else would you define “high product craft”?
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I invite you all to share your thoughts and experiences on the importance of adaptability in product design. How has adaptability shaped your approach to design and development? Let’s continue the conversation! https://lnkd.in/en-57vZp
