As product developers, we've all been there - working on a project with a clear budget, timeline, and set of technical requirements, only to feel that something's not quite right.

Loyal customers are every successful company’s biggest asset, but they are invisible on the balance sheet.

As product developers and organizations, we've all been there: market size or margins are dropping, marketing and sales are pushing for new products, and we're under pressure to deliver. In the heat of the moment, it's easy to get caught up and create the product that sales and marketing want. But is this really the right approach? I've spent nearly 40 years in product development, and I've seen firsthand how an inside-out perspective not only holds us back but also leads to

The pursuit of profitability leads companies down a catastrophic path of destruction. Management, egged on by high-priced management consultants, argues that the organization can cut its way to profitability through cost-slashing measures, price hikes, supplier squeezes, or downsizing.

It is not that conflicting priorities create a reactive, high-stress culture that is the recipe for failure; rather, the concept of customer value is lost in the battle.

Are you tired of feeling like you are stuck in a never-ending cycle of frustration, anger, or disappointment with the projects your organization is pursuing? You are not alone. In fact, so many of you reached out to me that I was motivated to write these posts about the Parade of Pointless Projects.

Let’s face it, some development projects have extremely low probabilities of success. Projects that are like zombies in your portfolio, sucking the life out of your organization. Here are a few examples of Pointless Projects: Cost-cutting, slashing product costs without considering the impact on customer value. Value destruction, removing customer value from a successful product to create a low-cost variant. Me-too products, hastily responding to the competitor’s latest move.