We craft flawed product strategies & make suboptimal product decisions because we base these decisions on what we know we can easily execute today.
Shortsightedness & Low Agency typically cause this fallacy.
I see this one all the time.
We don’t take the time to thoroughly understand the problem, domain, competitors & other determinants of product success because we feel compelled to be in constant motion. We tell ourselves we must begin building & just iterate based on feedback
Usually applicable to an 𝘦𝘹𝘪𝘴𝘵𝘪𝘯𝘨 product that’s struggling, we base our 𝘤𝘶𝘳𝘳𝘦𝘯𝘵 product decisions on 𝘱𝘢𝘴𝘵 product execution because we’re too attached to the work we’ve already put in & don’t want it to "have been for nothing".
When we talk to customers about the problem that our product solves, we overestimate its severity & get surprised when the customer doesn’t end up buying or using our product. Any problem will feel more critical while you’re talking about it
We use a framework, a skill, or a proxy that we are most comfortable with (or one that our company endorses) even when its utility is limited or counterproductive in a specific product context.
Example: FB uses metrics as a hammer for most product problems.
We devise product strategies, conceive product features & propose product plans based largely on what we think is going to either confirm the beliefs held by those in a position of authority at the company or more easily get us approval to proceed.
We don’t account enough for scenarios that could, under certain conditions, lead to a catastrophic outcome for our product or a PR nightmare for our company.
Usually found in companies where “following orders” or “just get it done” is rewarded.
The ultimate onus for avoiding these traps is on PM/Eng/Design leaders in middle mgmt. They need to recognize & call out whenever they see these issues crop up: upwards (pushing back on sr. mgmt) AND downwards (educating their product teams).
No other easy answer💪🏾
Here's a B2B Product Management story that depicts the perils of the Focusing Illusion for products: