Build a feature audit and review it constantly.
'Sidenote: Exclude administrative features like account creation, passwordreset, etc. from this exercise. They’re not relevant here. Also, exclude featuresthat only certain users (e.g. enterprise customers) can access. They should beevaluated separately.' (page 4)
Then build a barchart of what percent of users are using each feature. There is usally no equilibrium in this. If your graph looks totally out of shape (see page 10) it means you are going to be disrupted.
<aside> 💡 'If you are looking at a chart like this you are vulnerable to disruption, in the true Clay Christensen sense of the phrase. Someone can build a simple product, focussing on that one key feature that’s superior in just one way (cheaper, faster, collaborative, easier to use, mobile etc.), and you’ll struggle to compete, because you’re carrying all those other junk features around too.' (page 11)
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What do you do with these features?
<aside> 💡 'Kaizen is the philosophy of continuous improvement. Web businesses searching to find product/market fit all follow some variation of Kaizen whether they know it or not.' (page 12)
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Two ways to improve a product:
Target: generate improvements for users who are already using them.