What Really Happens Behind Great Products

“I think customers will love this.”

Those words have killed more products than any market crash. Because what we think customers want and what they need can be completely wrong.

I've been thinking about this a lot since we launched Joan 13 Pro, our latest workplace management solution. Not because it failed (it didn't - it's actually exceeding expectations!), but because its success story perfectly illustrates what happens when you stop assuming and start listening.

Let me take you behind the scenes of how we approach product development at Joan Workplace, and perhaps these insights will spark some ideas for your own product journey.

The "faster horse" principle

Henry Ford famously said that if he had asked people what they wanted, they would have said "faster horses." (Plot twist: they got cars instead.) This fundamental challenge in product development persists today – customers often describe solutions rather than problems, and our job is to dig deeper. When customers say they want "faster processes" or "better collaboration tools," we need to understand the underlying challenges they're facing.

At Joan Workplace, successful product development starts with understanding the needs behind the needs. 

Every piece of customer input – whether through sales, support, or direct communications – gets collected and analyzed in our product management system. For instance, when multiple customers request a specific feature, we don't just add it to our backlog. Instead, we investigate what problem they're trying to solve and whether there might be an even better solution they haven't considered. This systematic approach helps us identify patterns and opportunities that might not be obvious at first glance.

Making decisions that matter

Collecting feedback is just the beginning. The real challenge comes in deciding what to build and when to build it. We use a straightforward framework that aligns every product decision with clear business objectives. First, we define business drivers as growing recurring revenue or improving customer satisfaction. Then, we map every feature request and product idea against these drivers.

For significant initiatives, we require a formal product information pack that outlines the why, what, and expected outcomes. This structured approach serves as a crucial tool that helps us think through every aspect of the product. We consider market size, market trends and their validity, technical feasibility, resource requirements, and potential risks. Most importantly, we validate our assumptions with real customer feedback before committing resources.

Getting customer proof upfront

Products that aren't tested with customers almost always fail. This observation has fundamentally shaped our development approach. Instead of building complete solutions based on assumptions, we focus on finding the fastest, most cost-effective way to test ideas. Through mockups, demos, and prototypes, we can have concrete discussions with customers before investing significant resources.

We've found that if we can convince customers to commit to a product before it's fully built, we're likely on the right track. The most successful products often have customers eagerly waiting for their release, while products that struggle to generate pre-launch interest typically face challenges in the market. 

Innovation through framework and freedom

One question I often get is how to maintain innovation while staying focused on customer needs. The key lies in creating an environment where teams feel empowered to experiment and test new ideas quickly. This doesn't mean giving everyone free rein to build whatever they want – it means establishing clear frameworks for testing and validation that allow for rapid experimentation while managing risk.

Real-world application

Storytime!

During the COVID-19 pandemic, we experienced these principles in action. We had two products in development: one that we were confident would solve market needs based on our own analysis and assumptions. The other was a desk booking solution - something we had always considered but hadn't prioritized. The contrast in their outcomes proved enlightening. 

While our carefully planned solution didn't gain the traction we expected, the desk booking system immediately resonated with customers. As soon as we started talking about it, the market response made it clear this was exactly what they needed. This led to a natural expansion of our portfolio, guided by real customer demand rather than our own assumptions. It's a perfect example of how market validation, not internal conviction, ultimately determines a product's success.

What makes products succeed

Throughout our product development journey, we've discovered something both simple and profound. Magic happens when you truly listen. Not to your gut (though that matters). Not to market trends (though they have their place). But to the real, human voices of your customers. Their challenges. Their frustrations. Their "I wish we could just..." moments.

If there's one thing I want you to take away from this journey through our product development process, it's this: Success comes from maintaining an unwavering focus on our customers. Not sometimes. Not when it's convenient. Always.

See these principles in action → Meet our newest innovation

About the author