Product strategy
Start with the audience and outcomes the product needs to address. Feature selection comes later.
Product Prioritization
What should your product solve first?
Compare features by the customer problem they solve and their business impact.
Decide what to build now and what can wait.
For CPOs, heads of product, CEOs and CTOs.
The next feature is a business choice.Which product opportunity deserves development capacity?
How teams made their choices
- 500+Companies served by George Eich
- 650+Startups mentored through Startup SC
- 60+Startups supported through Cubo Itaú
Companies George Eich has worked with
- Techne
- Climoo
- PSA
- Ambev
- Evous
- Locates
Institutions and startup programs
- Sebrae
- ACATE
- MIDITEC
- Cubo Itaú
- Startup SC
Locates
While switching platforms, the team used customer needs to decide which features to include and which to defer.
EVOUS
The team used customer evidence to decide when to strengthen its core product and when to expand its offering.
“We gained a more strategic view of the product and were able to prioritize the roadmap and the company’s positioning.”Feedback shared with the Institute · English translation
George Eich InstituteDirection for the choice. Evidence for the decision.
500+companies advised by George Eich
10+ yearsof experience in strategy and execution
3 to 6 weeksreference for research and executive analysis, depending on scope
When priorities compete for capacity
Everyone has a feature request. Your team has limited capacity.
Sales needs a feature to close a deal. A customer wants a customization. Leadership sees a new opportunity. Product teams keep delivering, but the backlog grows faster than the company can evaluate the value behind each request.
Sales
“This feature could close the deal.”
Customers
“We need this in the next release.”
Product
“Which problem deserves our attention?”
Technology
“What should we stop building?”
Delivering more features can increase maintenance and complexity while leaving important customer problems unresolved. Product prioritization should determine where capacity deserves to go.
The cost of priorities without a clear foundation
A growing feature list can create a weaker product focus.
The risk is committing capital, people and technology to priorities that add effort and complexity without increasing the company's ability to create and capture value.
Development capacity consumed
Teams spend time on requests whose relevance was not compared with other opportunities.
Complexity added to the product
New features, dependencies and exceptions increase the effort needed to maintain and explain the product.
Relevant problems left behind
Important needs lose space to the most visible request or the most influential stakeholder.
Support for your next decision
Clarity on what to prioritize. A stronger direction for the product.
The Study investigates the needs behind the options before priorities are ranked. The company and the Institute define the decision, customer groups and scope; findings inform resource allocation.
Core and leverage
Examine relevant customer needs and how well they are currently met. This helps distinguish value to preserve from hypotheses for creating more value.
From direction to roadmap
Connect evidence to positioning, offering choices and economic assessment. The roadmap translates that direction into development choices.
Help me prioritize our product
Bring the decision your company needs to make.
Priorities with a clear foundation. Guidance for the next choice.
An executive interpretation that connects evidence to the decision your leadership needs to make. The deliverables reflect the agreed business context and scope.
Direction for product priorities
A clear view of the relevant opportunities that deserve product and technology capacity.
Evidence behind the choices
The reasons supporting each priority and the assumptions that still need to be tested.
Guidance for the product agenda
What to preserve, investigate, develop, review or defer in upcoming decisions.
Specific deliverables are defined according to the decision and the agreed scope.
When to apply
Before the next round of decisions.
Choose the next product focus
When the team has more development opportunities than available capacity.
Review commercial commitments
When deal requirements and customer customizations keep changing the product direction.
Reassess what the product delivers
When the product offers many capabilities but its value is becoming less clear.
Decide before expanding development
When additional hiring or technology investment depends on clearer product priorities.
About product prioritization.
What is product prioritization?
It is the decision about where to concentrate product, technology and development capacity. It connects relevant customer problems and business opportunities to choices about what to preserve, build, investigate or defer.
How is product prioritization different from roadmap prioritization?
Product prioritization guides where product capacity should focus. Roadmap prioritization addresses what enters the delivery plan now, what waits and what should leave it. The two can be connected depending on the decision.
Can this help with an existing product?
Yes. Existing features, customer commitments and new opportunities can be assessed together to guide what to preserve, improve, review or stop prioritizing.
What does the company receive?
An executive interpretation connecting the evidence to the decision your leadership needs to make. Direction for product priorities: A clear view of the relevant opportunities that deserve product and technology capacity. Evidence behind the choices: The reasons supporting each priority and the assumptions that still need to be tested. Guidance for the product agenda: What to preserve, investigate, develop, review or defer in upcoming decisions. Specific deliverables are defined according to the decision and the agreed scope.
How long does the engagement take?
The reference is 3 to 6 weeks for structured research and executive analysis, depending on the scope. Timing depends on the decision, access to information and participant availability. The first conversation helps assess the appropriate format.
Which product opportunity deserves your team's next cycle?
Tell us what is competing for product and development capacity. We will assess how to help your leadership choose a clearer focus.
Help me prioritize our productRequest a conversation with the George Eich Institute.
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