This question reflects a painful problem that is common at both small startups and large corporate organizations. Far too often, teams focus on execution before defining the product opportunity and unique value proposition. The result is a familiar set of symptoms including scope creep, missed deadlines, overspent budgets, frustrated teams and, ultimately, confused users. The root cause of these symptoms is the fact that execution focuses on the how and what of a product. But in a world where consumers are inundated with choices, products that want to be noticed and adopted must be rooted in the why.
One of the most obvious places lacking the why is technology products. How often to do we read articles about a company “prepariing a new Product X to fend off Apple’s Product Y”?
So what it really comes down to many times is the why is focused on affecting competition when it should be focused on providing value to the consumer.