Jeff Lash

I, you know, I wish there was a formula.

You could just plug numbers in and say, you know, yes or no.

I generally look at it as based on, um, I think of an X, Y kind of graph of like level of, uh,

trying to think of the right dimensions here, kind of the cost of making a wrong decision and the level of confidence we need, right?

So if I'm just saying, hey, we're going to add a button because people have been asking for a button to export this to Excel, right?

So if I'm just doing that, I might say, look, we've got a couple of pieces of feedback.

We know people are asking for it.

Great.

That's enough confidence.

But if we're saying, hey, we're going to launch a whole new product that we're going to invest

you know, millions of dollars over the next X number of months for like, I want a much higher level of confidence.

So I think that's where that this this the art and science kind of mixed together.

So the harder a decision is to reverse, the more time and money we're going to put in, the more risk there is if we make the wrong decision.

I think that's where you want a higher level of confidence.

So I think the other thing is we're never going to have perfect information.

And so product managers need to be comfortable making decisions on imperfect information, but also accepting, thinking about, right, what if I'm wrong?

How are we going to change it?

Or just accepting the fact that, hey, we're not going to get it perfect the first time, so we need to have a plan for addressing it.

Hopefully we're at least moving most of the way in the right direction, but recognizing that this is not...

you know, the perfect product in version one.