On Scope Creep & ZIRP Lessons
We have a core feature offering that is very strong. A small feature idea comes up that serves a subset of the market, but it isn’t too hard to do and it isn’t a bad thing, so we indulge. Repeat that thought process a hundred times and you have a cluttered UI, a large team, a slow product, and no obvious path forward.
Andrew Bosworth • Focus
Product teams overvalue hitting home runs vs hitting 100 singles back to back. This leads them to take bigger swings by going after bigger markets of new users. They get bogged down by trying to establish product-market fit for a new set of users and never fulfill the potential of their current product-market fit.
Bangaly Kaba • The Adjacent User Theory
So but how do we build software that can be anything without falling into the Zombocom trap? I believe that Bezos interview shows us exactly how.
- You start from a systems-level insight ( the internet is growing rapidly )
- Then work backwards to a first best customer who has a burning need ( can’t find book ) that is related to your superpower ( intern
Gordon Brander • The Zombocom Problem
