In this chapter, the book explores how organizations can apply Evidence-Based Management (EBM) principles at the product level. Instead of making product decisions based on assumptions or rigid plans, teams should use real customer data, experimentation, and feedback loops to develop and improve products. The key takeaway is that businesses should validate ideas before investing heavily in them to ensure they create real value.

Why EBM Matters for Product Development

Traditional product development often follows a fixed roadmap, assuming that initial plans are correct. However, without real-world feedback, businesses risk:

  • Building features that customers don’t need.
  • Investing heavily in the wrong priorities.
  • Releasing products that fail to solve real problems.

To avoid these pitfalls, businesses should adopt an empirical approach—testing, learning, and adjusting based on evidence, not assumptions.

How to Apply EBM to Product Decisions

  • Define Clear Customer-Centric Goals – Instead of just shipping features, teams should ask: How does this improve the customer experience?
  • Use Experiments Before Full Investment – Run small tests or prototypes before committing resources to large-scale development.
  • Measure Product Value, Not Just Output – Instead of tracking features delivered, focus on customer satisfaction, adoption rates, and retention.
  • Iterate Based on Real Feedback – Continuously collect customer input, market trends, and behavioral data to refine product strategy.

Final Thoughts: Build What Matters, Not Just What’s Planned

Businesses that apply EBM at the product level will:

  • Avoid wasting resources on unnecessary features.
  • Ensure that every product decision is backed by evidence.
  • Improve customer satisfaction by focusing on real needs.

By validating ideas before scaling them, organizations can develop products that truly make an impact rather than just following a predefined roadmap.