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Quite difficult. Usually you must map this along the lines of:
- resource allocation capacity
- company strategy
- KPI’s
- intangibles (like relationships with people asking you for stuff. Cant always say no to everyone so must pick and choose when to appease stakeholders)
- user qualitative feedback
- user usage data and analytics
- product intuition (working on obvious features even if the data doesnt support explicitly)
- awareness of competitors vs your product offering
Sometimes i suspect a huge part of this is simply product intuition and thats difficult to teach
Yes run a test is definitely a good one
Wow, good insight
Even simpler. From your business plan and product vision, you draft a product strategy: 1) your target market, 2) how you will win in the target market, and 3) what you are going to ignore. A product strategy requires extreme discipline at every level of the company. The published strategy forces two things: 1) anyone wanting to do anything different must present a sound business case to the executive team; 2) the product team must present a cross-functional status report to the executive team every calendar quarter showing progress and raising recommendations for roadblocks. If it is not covered by the strategy, then you do not build it. Period. No matter how shiny if feels.
Apart from the above - Run a test
Mentor
If it doesn't solve a core user problem, align with strategy, or show strong signal in data or feedback, it goes on the “not now” list.