Tech Product Managers: Stop Building Useless Features

Did you know that nearly 40% of product features are rarely or never used after launch? That’s a staggering waste of resources, and it highlights a critical problem: many product managers in technology aren’t focusing on the right strategies. Are you truly building what users need, or just what they say they want?

Data Point 1: 60% of Features Built Are Based on Assumptions, Not Data

A study by Pendo.io found that 60% of features are built based on assumptions rather than concrete data. That’s a problem. What does this mean for product managers in technology? It means we’re essentially gambling with company resources. We’re launching features that might flop, simply because we think they’re great ideas.

I’ve seen this firsthand. At my previous firm, we spent six months developing a new social sharing feature for our SaaS platform. The team was convinced it would drive user engagement through the roof. We built it, we launched it, and…crickets. Turns out, our users were primarily focused on using the platform for professional project management, not sharing cat videos. The feature adoption rate was abysmal. We learned a hard lesson: data trumps assumptions every single time.

So, how do we fix this? By becoming data-obsessed. Track everything: feature adoption rates, customer churn, session lengths, and Net Promoter Scores (NPS). Use tools like Amplitude to understand user behavior. Don’t just look at the what; dig into the why. Conduct user interviews, run A/B tests, and constantly iterate based on what the data tells you.

Data Point 2: 80% of a Product Manager’s Time is Spent in Meetings

According to a survey conducted by Product School , approximately 80% of a product manager’s time is spent in meetings. While collaboration is essential, excessive meetings can become a productivity killer. This leaves less time for critical activities like user research, market analysis, and strategic planning.

The implication here is clear: product managers need to become masters of time management. We need to ruthlessly prioritize our schedules, delegate tasks effectively, and learn to say “no” to meetings that don’t directly contribute to our goals. Implement strategies like time blocking, the Pomodoro Technique, and the Eisenhower Matrix to focus on high-impact activities.

Here’s what nobody tells you: not all meetings are created equal. Learn to identify the “essential” meetings from the “optional” ones. Advocate for shorter, more focused meetings with clear agendas and defined outcomes. Encourage asynchronous communication using tools like Slack or Microsoft Teams to reduce the need for real-time meetings. Better yet, document decisions in a shared document that everyone can access (think Google Docs or Notion). This reduces the need for follow-up meetings and keeps everyone on the same page.

Data Point 3: Product Teams with a Dedicated User Researcher are 50% More Likely to Launch Successful Products

A report by the Nielsen Norman Group indicates that product teams with a dedicated user researcher are 50% more likely to launch successful products. This highlights the importance of understanding user needs and incorporating user feedback throughout the product development process. User research isn’t just a “nice-to-have”; it’s a “must-have.”

Think about it: product managers in technology are essentially problem solvers. We identify user pain points and develop solutions that address those needs. But how can we effectively solve problems if we don’t truly understand them? That’s where user research comes in. Conduct user interviews, run usability tests, analyze user feedback, and create user personas to gain a deep understanding of your target audience.

I disagree with the conventional wisdom that you need a massive budget to conduct effective user research. You don’t. Even simple techniques like guerrilla testing (grabbing people at a coffee shop near the MARTA Five Points station and asking them to try your prototype) can provide valuable insights. The key is to be resourceful, creative, and committed to understanding your users.

For example, I had a client last year who was developing a mobile app for finding local farmers markets in the Atlanta area. They didn’t have a dedicated user research budget, so we got creative. We partnered with the Georgia Department of Agriculture and set up a booth at the Peachtree Road Farmers Market every Saturday for a month. We offered free samples of local produce in exchange for user feedback on our app prototype. We gathered valuable insights that helped us refine our app and ultimately launch a successful product.

Data Point 4: Companies with a Strong Product Culture Grow 3x Faster

According to research from McKinsey , companies with a strong product culture grow three times faster than those without. A strong product culture fosters innovation, collaboration, and a relentless focus on delivering value to users. It’s about creating an environment where product thinking permeates every aspect of the organization.

So, how do you build a strong product culture? It starts with leadership. Senior leaders need to champion the product vision and empower product teams to make data-driven decisions. Encourage cross-functional collaboration between product, engineering, design, and marketing teams. Foster a culture of experimentation and learning, where failure is seen as an opportunity to grow.

We ran into this exact issue at my previous firm. The engineering team was operating in a silo, building features based on their own assumptions without consulting the product team or conducting user research. The result? A series of poorly designed features that nobody wanted to use. We had to completely overhaul our product development process to foster collaboration and user-centricity. We implemented daily stand-up meetings, cross-functional workshops, and regular user feedback sessions. It wasn’t easy, but it ultimately transformed our product culture and led to significant improvements in product quality and user satisfaction.

Case Study: Revamping a Fintech App with Data-Driven Decisions

Let’s look at a concrete example. Imagine a fintech app, “SecureSave,” aimed at helping millennials save for retirement. Initially, SecureSave saw low user engagement after the first month. Users signed up but weren’t actively contributing to their savings accounts.

The product managers, using data analytics tools, discovered that 70% of users abandoned the app during the account linking process. They hypothesized that the process was too complicated and intimidating. They simplified the process by partnering with Plaid for secure account linking and added a progress bar to visually guide users. They also implemented a chatbot powered by Zendesk to answer common questions about account linking.

Next, they noticed that many users weren’t setting up recurring contributions. Through user interviews, they learned that users were hesitant to commit to a fixed amount due to fluctuating income. The product team introduced a “flexible contribution” feature, allowing users to adjust their contribution amount each month. They also added gamification elements, like badges and rewards, to incentivize consistent saving. Within three months, SecureSave saw a 40% increase in active users and a 25% increase in average contribution amounts.

SecureSave’s success wasn’t due to luck. It was the result of a data-driven approach, continuous user research, and a willingness to iterate based on feedback. The product team didn’t just build features they thought users wanted; they built features that users actually needed.

For additional insights, explore how to thrive in tech’s chaos and stay ahead of the curve. Also, remember that understanding your users is key, and UX/UI design can significantly impact customer retention.

Ultimately, the most successful product managers in technology are those who embrace a data-driven mindset, prioritize user needs, and foster a culture of continuous learning. Stop guessing and start knowing: the data is there, waiting to guide you.