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A slice of bread spread with a visible layer of peanut butter on a clean white tabletop. To the left sits a silver spreading knife, and to the right is a glass jar with a white label that reads "GenAI peanut butter".

How to decide which generative AI feature to add to your product

The decision on which AI feature to add to your product is not about technology innovation. It is about recognizing how the feature fits your existing value proposition, how it protects and consolidates your competitive advantage, and how it can help your product generate more revenue or secure new funding.

A diverse team of engineers from a Formula One racing team huddle in front of the grid. None of them is looking at the track. They are reviewing data on tablets and clipboards, as cars and crew fill the track behind them.

Regulation-driven product innovation, a Formula One analogy

Product teams look at regulatory compliance as a source of product innovation. Product teams ask questions such as “How can we use regulation to innovate our product?” and “What new opportunities this regulation brings us?”. Asking these questions transforms regulatory compliance from a burden to an opportunity for increasing competitiveness.
In this post, we look at regulation as an opportunity for product innovation and market competitiveness. We do so by looking at the example of the Formula One sport industry.

The diagram illustrates pricing strategies as a house structure. The roof contains three levels: Value-Based Pricing (top), Competitive Pricing (middle), and Cost-Plus Pricing (bottom). The base consists of three pillars: Game Theory (left), Supply & Demand (middle), and Prospect Theory (right). These pillars are supported by three foundational blocks: Strategy (left), Economics (middle), and Psychology (right).

Strategic pricing for new products

Pricing strategies have a house structure. Value-Based Pricing, Competitive Pricing, and Cost-Plus Pricing compose the roof. Strategies are based on three pillars: Game Theory, Supply & Demand, and Prospect Theory. These pillars are supported by three foundational blocks: Strategy, Economics, and Psychology.

Woman with a hand next to her ear, listening to a sound wave, representing the challenge of how to evaluate customer feature requests.

Signal or noise: how to evaluate customer feature requests strategically

Customer requests are like distant sounds. Some are true signals, others are noise.
The challenge is not whether to listen, but how to distinguish one from the other. Product strategy requires amplifying the right signals while filtering out distractions that pull focus and resources off course.