Logistic regressions, from Hackernoon's David Cook.
In Summary: There are 3 different categories for measuring features: exposure, usage, and retention. It’s important to pay close attention to the number of people who use a feature. The more people who use a feature, the more likely a trend will emerge.
Exposure is a ratio of the number of people who saw the feature in your product over the number of people who would be interested in the feature (relevant users).
Usage is an intermediary step to calculating value where the goal is learning how people interact with a feature. This should give some indication of the usefulness of a feature.
Exposure and usage analysis can usually occur within a week of launch. Retention can take much longer to really understand since a new feature is unlikely to cause people to cancel or upgrade immediately.
Remove the parts that suck, says UsabilityHour's Craig Morrison.
In Summary: Most startups fail because they build something no one wants. At the core of a good product, is a solution to a real problem that exists. When you’re improving an already successful product, you can spend less time trying to validate not only your idea, but also the entire industry.
Crocs solved a genuine problem with footwear. Natives ( which are essentially fashionable Crocs) solved a problem with Crocs. They looked at an already successful product, and fixed the part that sucked.
Craig's advice? Research your competitors, interview their users, pinpoint the problems with their product, and solve it with yours.
More than just problem-solvers, says Mokriya.
In Summary: Many engineers love to solve problems with code. They build products from the inside-out, imagining all the the possible functions and features that could be built. Left to their own devices they often build complex products with almost limitless uses.
Designers, on the other hand, look at the product from the outside-in. They start from the end result (the user experience) and work their way backwards.
Communicating across the engineer/designer divide can be frustrating. The engineering team can’t just leave the product design to the designers anymore than the designers can ignore code.
A product-minded engineer is someone who keeps the finished product front of mind as they solve problems.
Pull the plug faster, says John Joseph in the Harvard Business Review.
In Summary: Killing products isn’t easy but most firms pull them when they turn out to be obvious disasters like the Galaxy Note 7. Killing functional products with sales that mildly disappoint is much trickier.
Although centralised decision-making can overburden managers and be a drag on creative freedom it has one clear advantage: it speeds the termination of products.
Product Managers charged with managing one or two products are not likely to have visibility across the entire portfolio. Senior managers are more likely to withdraw support for flops and re-direct resources to winners.
Centralised structures avoid the contentious interactions between Product Managers required to decide which products to terminate and to coordinate exit. They speed product termination because they aggregate information about the whole portfolio at the top.