Product teams should evaluate initiatives against the cost of a two-week sprint, roughly $50,000. Only pursue work that generates returns exceeding that cost, or you'll burn through your budget on low-impact features.
So the question in product is typically like not should we do something, it's should we do this as a, instead of all the other options we have and to like what level of scope and when. So when you're in like mature products and especially when you're, once you're past the kind of 0 to 1 phase, like there's a million things you can do. You can get to a top 10 list of 15 or top 10 list of 10 or 15. But the tricky question is always like what level of scope in what sequence? And like why do we do this thing first versus other things? To me, I think the cleanest way of thinking about it is like you get given resources by the company. You want the highest ROI for your investment in those things. It's traditionally not something like product management, maybe old school product management, like thinks that much about, 'cause so many people are VC funded and they're not used to thinking of like dollars spent in product development. But if you use like a US-based team of engineers, designers, and PMs, a sprint, a 2-week sprint probably costs $50,000. Right. So like you need to be building stuff that gets you more than $50,000 back or you run outta money.
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Keith Gillispie: Why Most New Investors Fail & How to Avoid the Common Traps #250 | SaaS District
