2 comments

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  Bob Corrigan

  1 year ago

  This is a very challenging topic, Adam, but you capture the secret key to it when you say "the other thing you can do is communicate early and often".
  
  Changes in product direction that are required by shifts in strategy are best accomplished when (pardon my analogy):
  
  You call attention to the fact that the wind has changed. . .
  
  THEN you tell them you need to turn the wheel. . .
  
  THEN you tell them what things will be like when you're on the new heading. . .
  
  THEN you give them fair warning about when you're going to turn it so they can hodl on to their drinks. . .
  
  THEN turn the wheel. . .
  
  THEN tell them that you've turned the whell. . .
  
  THEN report on your progress now that you've turned the wheel compared to earlier.
  
  No one likes surprises, and no one likes to be confused. Changes in product direction that anticipate both of these feelings in your target audiences (internal and external) are better received, even if they don't get the job done. You're more likely to get permission to tweak them again if folks know you'll be transparent about it.
  
  Good luck, man - I sense you wrote this because you're living it, and it's one adventure I know can test you. Courage.
  reply
• 

  Adam Bullied

  1 year ago

  Bob, you are totally correct. Very tough thing to do and get buy-in from everybody. One important element that also has to be called out is trust - do all those within the organization that are going through the change with you, trust you?
  
  If not, it's going to make for a very trying time.
  
  But, there is always a light at the end of the tunnel. And generally, shipping products is a ton of fun and makes for some great experiences for all those involved.
  reply