Back in 2014, I published a post about a trio of counterproductive practices that contribute to zombie program activity. You know, all those things you do for reasons no one really remembers but the organization does them anyway.
As the field emerges from pandemic crisis mode, it’s an ideal time to re-evaluate what you’re doing, measure its value, and ask some tough questions about whether it really contributes to your mission. In the article, in included some insight from Kevin Stone, a UX product designer, on how to approach that task and it’s every bit as applicable today as it was in 2014.
The closing of a product has a precarious status in the business world. While every publication from Time to Harvard Business Review like to remind us that risk and failure are essential to design and the startup community, very few words are written on the act of closing a product — what it takes, what to consider and what to expect.
Many of us will work on a failing product at some point in our careers. While some of these failures will follow the long, quiet realization that very few people use the product, other situations will require you to proactively stand up, admit that something is not working and take action.
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