> The product changes are primarily additive, not improving the core problem.
> I think the reasons for this is that it's lot easier to add new capabilities, than rethink existing capabilities.
> So each product becomes a collection of abilities, without actually having unified point of view.
> I wonder whether some of this comes from how the work is organized. Individuals work with agents to produce changes independently, each operating a small software factory.
I recently left my job and have been working on building a product. And even though I'm solo, I notice it's still very easy to fall into this way of operating. (Even before AI)
Having a clear product vision and sticking in to it; whether its features, design, copywriting, etc is really hard to do consistently over the lifetime of building the product.
I've had to revisit my product direction and realized a year and half in that I've been approaching the problem with a heavy bias of what I think people want vs what I should have been doing and building what people want.
The latter is really hard to do well