Itzik Mitzmacher, the VP of Product at Teza, discusses the importance of transforming product management from an output-focused approach to an outcome-driven one. He highlights signs that indicate a team may be operating like a 'feature factory,' such as measuring success solely by the number of features shipped rather than their impact. Mitzmacher emphasizes the value of using strategic frameworks like OKRs and North Star metrics to ensure that product teams prioritize meaningful customer outcomes and regularly assess their success metrics. He advocates for continuous evaluation through retrospectives and reviews.
There are a few signs. The biggest red flag is when success is measured by output and not by outcome.
If a team celebrates that they shipped 10 features this quarter, but they can't articulate the value that those features brought to the business, that's a problem.
If the team launches something new and then immediately moves to the next item on the roadmap with little to no analysis on what the previous feature solved and what impact it had, that's another red flag.
Avoiding the 'feature factory' requires frameworks like OKRs, North Star metrics, and GIST to shift focus from outputs to meaningful outcomes.
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