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A Product Pivot

2024/12/4
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REWORK

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D
David Heinemeier Hansson
J
Jason Fried
K
Kimberly Rhodes
Topics
Jason Fried和David Heinemeier Hansson分享了在Hey邮箱产品中开发"Power Through New"功能的经历。最初,他们计划使用键盘导航来帮助用户更快地处理新邮件。然而,在开发过程中,他们发现这种方案存在技术问题和用户体验不佳的问题。他们意识到,问题的核心并非在于键盘导航本身,而是用户需要一种更有效率的方式来处理新邮件。因此,他们放弃了最初的方案,转而开发基于现有"Read Together"功能改进而来的"Power Through New"功能。这个新功能允许用户在一个屏幕上查看所有新邮件,并方便地进行回复或其他操作,从而显著提升了用户处理邮件的效率。整个过程中,他们强调了理解问题的重要性,以及在开发过程中及时调整方向的必要性。他们认为,技术实现过程中的困难往往能够帮助团队发现设计中的不足,从而找到更好的解决方案。 David Heinemeier Hansson还强调了高层管理人员及时介入的重要性。他认为,高层管理人员的参与可以帮助团队避免陷入局部最优解,并及时发现和解决问题。同时,及时的沟通和决策能够提高团队的效率,并降低风险。他认为,高层管理人员不应仅仅关注战略规划,而应该深入参与到产品开发的细节中,才能更好地把握产品方向,并做出正确的决策。 Kimberly Rhodes则总结了Power Through New功能的成功之处,以及它对用户体验的提升。她认为,Power Through New功能的成功之处在于其新颖性和实用性,它能够有效地帮助用户快速处理大量新邮件,并提升了用户的工作效率。 Jason Fried和David Heinemeier Hansson在开发过程中,遇到了技术问题和用户体验不佳的问题,这让他们意识到最初的方案存在缺陷。他们重新审视了问题的核心,即用户需要一种更有效率的方式来处理新邮件。于是,他们放弃了最初的键盘导航方案,转而开发基于现有"Read Together"功能改进而来的"Power Through New"功能。这个新功能允许用户在一个屏幕上查看所有新邮件,并方便地进行回复或其他操作,从而显著提升了用户处理邮件的效率。他们认为,在产品开发过程中,理解问题比执着于具体的解决方案更重要。他们还强调了在开发过程中及时调整方向的必要性,以及在时间和质量之间取得平衡的重要性。 David Heinemeier Hansson补充说明了高层管理人员及时介入的重要性。他认为,高层管理人员的参与可以帮助团队避免陷入局部最优解,并及时发现和解决问题。同时,及时的沟通和决策能够提高团队的效率,并降低风险。他认为,高层管理人员不应仅仅关注战略规划,而应该深入参与到产品开发的细节中,才能更好地把握产品方向,并做出正确的决策。 Kimberly Rhodes对Power Through New功能进行了评价,她认为这个功能非常实用,能够有效地帮助用户快速处理邮件,并提升了用户的工作效率。

Deep Dive

Key Insights

Why did the team at 37signals pivot their initial design for the new HEY feature?

The initial design using the keyboard to navigate between new emails was unpredictable and inconsistent, leading to a realization that the problem was not the keyboard but the difficulty in moving through new emails efficiently.

What was the key insight that led to the development of the 'Power Through New' feature?

The team realized that the core problem was not keyboard navigation but the need to power through new emails in a linear fashion, leading to the creation of a feature that stacks emails open on a single screen for easier management.

How did executive involvement contribute to the success of the 'Power Through New' feature?

Jason Fried's involvement allowed for a pivot from the initial solution to a better one, as he questioned the premise and opened up the problem space, enabling the team to find a more effective solution within the existing appetite.

What was the main challenge the team faced with the initial design of the feature?

The challenge was the unpredictability and inconsistency of keyboard navigation across different email contexts, which made the feature feel unreliable and not user-friendly.

How did the team manage to pivot the feature within the existing development cycle?

The team had enough time left in the cycle to revamp the feature after identifying the core problem, and they leveraged existing components like 'Read Together' to create a new solution that fit within the original appetite.

What role did creativity play in the development of the 'Power Through New' feature?

Creativity emerged when the team hit a roadblock with the initial implementation, forcing them to rethink the problem and come up with a novel solution that combined existing features in a new way.

How did the 'Power Through New' feature improve the user experience with email management?

The feature allowed users to handle multiple new emails in one go, making it easier to power through them and keep the inbox clean, with a design that encouraged short, efficient replies.

Chapters
The initial idea for a keyboard-based navigation between new emails faced technical hurdles and proved unsatisfactory. The team then refocused on the core problem: efficiently processing new emails. This led to the development of 'Power Through New,' a superior solution based on an existing feature.
  • Initial concept: keyboard navigation between new emails.
  • Technical issues led to a pivot.
  • New solution: 'Power Through New' based on 'Read Together/Reply Together'.
  • Focus shifted from solution to problem.

Shownotes Transcript

Before introducing a new product feature, it’s essential to first understand the problem you're trying to fix. In this episode of The REWORK Podcast, 37signals’ co-founders Jason Fried and David Heinemeier Hansson share a recent experience designing a new feature in HEY. During the process, the team pivoted and changed direction, resulting in a better design.

Key Takeaways:

  • 00:44 – The original product design plan and what changed along the way
  • 02:31 – The difference between specifying the outcome and diagnosing the actual problem
  • 06:27 – The design meeting where the team got to the root of the problem
  • 08:32 – Why executive involvement early in the process adds value
  • 13:39 – Pivoting on an original idea while maintaining the original appetite
  • 16:04 – Creativity often comes when you've hit a roadblock
  • 20:07 – The power of Power Through New

 

Links and Resources:

30-day free trial of HEY)

Books by 37signals)

Sign up for a 30-day free trial at Basecamp.com)

HEY World | HEY)

The REWORK podcast)

The Rework Podcast on YouTube)

The 37signals Dev Blog)

37signals on YouTube)

@37signals on X)