A feature is popular with executives but not users. How do we evaluate it?
Influence-driven product valueClarify the executive's intended outcome and test whether the feature contributes to it. Combine strategic requirements with evidence of user impact rather than treating popularity as validation.
What to do now
- Ask what decision or outcome the feature supports
- Test the need with intended users
- Compare simpler alternatives
- Present evidence and a recommendation
When to escalate
Escalate when
The feature displaces essential work without a justified outcome.
Who decides
The product or business benefit owner
Example
A complex dashboard is replaced by a simpler exception view that supports the actual management decision.
Mistake to avoid
Rejecting executive input without understanding its purpose.
Prevent a repeat
Compare observed outcomes with the baseline and separate forecast benefits from benefits actually measured.
Suggested ApprovedFlow setup
- Projects
- Tasks
- Documents
Keep the intended outcome and measurement plan with the project, and assign improvement work to an accountable business owner. See the platform
Related cases
- The product has many features but poor task completion. What should we prioritize?Feature output over user outcome
- When should we stop building and start measuring results?Unbounded output production
- Should executives see every project issue?Unfiltered executive reporting
- Our issue priorities change depending on who complains. How can we be fair?Influence-driven issue priority