A frustrating (but clever) story:
I once met a team struggling to get their leaders to hear and incorporate user feedback on the Android app they were building. The team would actively test their ideas, collect their findings and share with leadership.
[🪡🧶] 👇
I once met a team struggling to get their leaders to hear and incorporate user feedback on the Android app they were building. The team would actively test their ideas, collect their findings and share with leadership.
[🪡🧶] 👇
Their leaders would promptly ignore that feedback because it contradicted their own opinions. They took most of their inspiration from apps they “liked” and features they saw on their kids’ phones (neither the execs nor the kids were target audience for this app).
The only thing the execs did pay attention to was reviews in the app store. They would regularly point to these reviews as the only thing the product team should pay attention to.
While reviews are one channel for feedback, the team had much richer insight from their own work.
While reviews are one channel for feedback, the team had much richer insight from their own work.
In a final act of clever desperation the team took their findings from their research and turned them into “fake” reviews which they then posted in the app store.
Nearly overnight, many of their long-delayed upgrades got the green light.
Nearly overnight, many of their long-delayed upgrades got the green light.
This is a bittersweet tale: On the one hand the team was clever in finding ways to use their research to influence product development. On the other hand, the need to “trick” leadership into reading customer feedback speaks to far deeper problems within the organisation. //
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