The Art of Subtractive Decision-Making
In the world of product management, we often find ourselves caught in the whirlwind of “build, build, build.” However, one of the most valuable skills I’ve honed over my career is the art of subtractive decision-making — knowing what not to build. This skill not only simplifies the product strategy but also aligns the team’s effort with the true needs of customers and goals of the business.
The Importance of Subtractive Decision-Making
Subtractive decision-making involves stripping away the unnecessary layers of complexity in our products and processes. It requires us to identify the core value we want to deliver and to focus our resources (time, effort, capital) on achieving that value.
When this approach is embraced, we can more effectively find the sweet spot — the intersection of business goals and customer needs. This is crucial because, as product managers, our role extends beyond just asking, ‘Are we building the right thing?’ It’s about ensuring that what is built is effectively addressing the real problems our users.
Establishing Clear Goals
But there is a dependency, there are always dependencies.
For subtractive decision-making to be successful, it is vital to have clear goals and objectives in place.
If these aren’t defined, take the initiative to outline what you believe they should be. Write down your thoughts on the desired outcomes and align your product efforts with those goals. This doesn’t mean you’re fabricating a vision; rather, you’re articulating your perspective of what success looks like.
By documenting these goals, you create a framework that can guide your team’s efforts, allowing them to be autonomous, and make better decisions across the team. As a result, one of two things will happen;
- your ideas gain acceptance as the established goals or
- challenges that provoke important conversations about clarifying the vision are ignited.
Without this clarity, teams risk aimlessly wandering which will lead to wasted resources and missed opportunities.
Opportunity Cost
Understanding that every feature added comes with a cost — whether in development time, user experience, or technical debt. The product managers job is to understand the opportunity cost and ROI of each decision.
To bring this idea to life, I’d like to share an experience from my tenure on a sales analysis team. I identified that almost half of the sales team was not meeting their New Relationship goals. To get to the root of the issue, I initiated a listening tour, which revealed that 55% of their time was devoted to prospecting and qualifying leads. Despite this significant investment of effort, the results were far from satisfactory.
Instead of building a complex prospecting tool expected to pinpoint the highest likelihood of purchase — an incredibly ambitious and challenging task — I shifted focus to disqualifying prospects. By providing the sales team with a streamlined view that eliminated unviable leads, their work was drastically simplified and increased their productivity. The pilot for this tool resulted in an 81% user adoption rate and a 2.4x increase in unique sales opportunities identified.
Actionable Steps for Product Managers
- Clarify Goals Early: Spend time articulating clear goals and objectives before diving into product development. Document what success looks like for your product before committing code!
- Regularly Assess: Continuously ask, “How closely does each feature align with our objectives?” and “Are there features that dilute our focus on achieving the objective?”
- Encourage Open Dialogue: Create an environment where team members feel comfortable challenging existing goals and assumptions. This openness can lead to better alignment and focus.
- Document Everything: Maintain clear documentation of goals, decisions, and user feedback. This transparency can help keep the team aligned and focused on what truly matters.
Conclusion: Embracing the Power of Subtraction
Subtractive decision-making is about clarity, focus, and intentionality. By honing this skill, product managers can navigate the complexities of development while ensuring that their teams remain aligned with the core objectives in an industry that often emphasizes growth and feature expansion.
