Developing a product for a newer market is a black box. We know nothing; the market research and user interview have their limitations. A lot comes with the founder’s conviction and a limited set of anchor customers. It has been my learning while building B2B software for over four years. <\/p>\n\n\n\n
The brain gets tempted to expand the market size, deviate from the core. It could be because of multiple reasons: short-term cash flow, increasing the total addressable market, etc. We get short-sighted and miss the long term product vision and end up becoming a sandwich, something as a product we never thought of being. <\/p>\n\n\n\n
It hurts the team the most because they see an organization diverging from its core vision and output getting fragmented. <\/p>\n\n\n\n
As a leader, your job is to eliminate this confusion and sail through this paradox with clarity. <\/p>\n","protected":false},"excerpt":{"rendered":"
Developing a product for a newer market is a black box. We know nothing; the market research and user interview have their limitations. A lot comes with the founder’s conviction and a limited set of anchor customers. It has been my learning while building B2B software for over four years. The brain gets tempted to … <\/p>\n