Sterling Proffer

People are looking for more meaningful narratives and communities than brands can offer, and companies want to supply this “meaning demand”—but are structurally disincentivized to do so.

Product teams overvalue hitting home runs vs hitting 100 singles back to back. This leads them to take bigger swings by going after bigger markets of new users. They get bogged down by trying to establish product-market fit for a new set of users and never fulfill the potential of their current product-market fit.

Until you recognize that they are adjacent users and commit to helping them, they will remain adjacent. They aren’t going to get there on their own. You have to be passionate about them and learn to view the product from their eyes. If you don’t focus on them, growth slows and your cohorts decay.

All modern machine-learning models are based on “neural networks”—programming which mimics the ways in which brain cells interact with each other. Their parameters describe the weights of the connections between these virtual neurons, weights the models develop through trial and error as they are “trained” to respond to specific inputs with the... See more

The second technique is to watch the adjacent user using your product through usability tests. Ideally this is done with trained researchers when possible. Watch the adjacent user try to sign up, activate, see what they struggle on, have them talk about why they are having challenges and what their expectations of the experience are.