On a call a last week with some product management folks, the conversation veered into a deep dive on various tools available to develop prototypes — how to use, when to use, various benefits and constraints, etc… along with utilizing AI tools as an alternative.
I’ve been in a number of conversations like this. There’s seems to be this tendency for product teams to jump to tactical execution. I shared this discussion with a couple of colleagues; we took a different spin on the conversation.
Greater focus should be on outcomes rather than outputs.
If a strategic goal is to solve a known customer problem or to drive revenue by offering expanded features or functionality, the type of tool used to create a prototype may not matter. Output. The Senior Leadership Team likely cares about a prototype that, if completed, can increase monthly recurring revenue or impact a desired reduction in transaction time. Outcome.
How you get ‘there’ isn’t as important as how you ‘add value’ to your product, and ultimately, to the company. In organizations where product management teams have some level of P&L responsibility, this is how you’ll be measured.
Don’t get me wrong….there’s tremendous value in discussing best practices (including tools), but we should be careful not to get stuck in the weeds.
Which tools efficiently move the organization toward increasing revenue, reducing costs or reduce friction? If you’re creating a prototype, use a design tool, use pencil and paper, mock up something with a crayon….in some cases, it may not matter. What’s important is the ability todrive toward an outcome that offers a quantifiable, net-positive result for the organization.
