How to Build Great Products featuring Nir Eyal and John Cutler.
A rare event with two feature talks, this was an excellent two-in-one for all attendees, with two great speakers and two exciting topics.
First up, Nir Eyal presented his talk on Hooked.
Nir Eyal is the author of two bestselling books, Hooked: How to Build Habit-Forming Products and Indistractable: How to Control Your Attention and Choose Your Life. Nir has taught at the Stanford Graduate School of Business and the Hasso Plattner Institute of Design at Stanford.
Offering practical insights and actionable steps for building products people love and use regularly, Nir introduced us to the Hook model – where the Hook is an experience designed to connect a user’s problem to your product.
Some interesting questions were raised in the Q&A after Nir’s talk, covering everything from the genesis of the Hook model, to applying the Hook model to task-based products and the morality of dark patterns.
Nir was also asked if he thought there might be products in specific industries that may not need to create a habit in their users. Nir’s answer was that it comes down to the product’s competitive advantage in its market – with a habit being a powerful example of competitive advantage.
“Not every product needs to be habit-forming, but every habit-forming product needs a hook.”
Next, we heard John Cutler presenting his talk on the North Star Framework.
John is a multiple hat-wearer – the author of the North Star Framework and Head of Product Education and Product Evangelist & Coach at Amplitude.
John believes that strategy is a shared narrative, and a strategy that no one understands is like a tree falling in the forest with no one around to hear the thud.
Dealing with that problem and turning a strategy from something vague to something tangible is why Jon created the North Star Framework – a model for managing products by identifying the core value that your product delivers to your customers.
Further discussion points were raised in the Q&A after John’s talk, asking whether it is inevitable for businesses to be driven by revenue only when scaling, and how we should handle a situation where different parts of the business have possibly conflicting North Stars.