One consistent problem with the feature approach comes when the team tries to wedge more features into an already crowded and complex product. They run the chance of making the product even more difficult to use because the new features don’t dovetail nicely with what already exists.
Jared M. Spool in “Themes: A Small Change to Product Roadmaps with Large Effects”
There is a perception that if we can only scale the delivery of features we will be able to scale customer value.
Jeff Gothelf in “Scaling Agile is hard. Here’s why.“
Things that are true are never owned. They are just shared.
To keep people engaged we need to create limits and pathways for users so it feels familiar. Users won’t tell you because they don’t know it yet, but they’ll appreciate it.
Joe Toscano in “The Ultimate Guide to Chatbots: Why they’re disrupting UX and best practices for building”
– Will McPhail in The New Yorker
“An organisation that can accelerate but not change direction is like a car that can speed up but not steer,” DeMarco writes. “In the short run, it makes lots of progress in whatever direction it happened to be going. In the long run, it’s just another road wreck.”
Oliver Burkeman in Why time management is ruining our lives
People tend to ask for more features in an effort to simplify a complex feature set.