Ask your team this simple question: 'What can we subtract?'
It's easy to favor addition to solve problems, even when subtraction is more effective
As product managers, we’re often focused on building more features to solve more problems for our users. However, we often don’t ask what can we subtract. Leidy Klotz' research shows how Product Managers, especially in Enterprise, should always ask themselves: what can we take away? Otherwise, we risk getting replaced by a simpler product.
Subtraction as a Science
Leidy Klotz, a professor at the University of Virginia, and co-authors work finds people often favor addition to solve problems, even when subtraction is more effective.
In one experiment, participants were asked to stabilize a Lego platform. Most added pieces to achieve balance, overlooking the simpler solution of removing a single brick. In another example, Klotz points out that for more than 100 years it was thought the best way to learn to ride a bike was adding training wheels. It turns out that children find it much more intuitive to learn on balance bikes with the pedals removed completely. It is only since the early 2010s that balance bikes have begun to outnumber tricycles in Google Search Trends.
Subtract to Innovate
In tech, there are a number of examples of companies breaking out by providing a much simpler interface or maintaining innovation by using subtraction as a core creative tool.
WhatsApp: The messaging platform gained widespread popularity by simplifying the messaging experience. WhatsApp removed ads, minimized the number of buttons, and streamlined the interface, focusing on core functionality like messaging and calls. Their "no frills" approach made the app more accessible and user-friendly.
Canva: By offering a simpler alternative to complex design tools like Adobe, Canva attracted millions of users who appreciate its ease of use and accessibility. The platform focuses on providing essential design features, removing the learning curve typically associated with professional design software.
Apple: Apple has a history of making bold subtraction moves. They removed the floppy drive from the iMac, the optical drive from the MacBook Pro, and the headphone jack from the iPhone. Each decision initially faced criticism, but ultimately led to more streamlined, successful products.
In my own work, I’ve seen the power of taking a subtraction-based approach. I was working on a product that sent out information and tips to employees. We were seeking to increase engagement over time. The initial instinct was to increase notifications, encouraging users to visit more frequently. However, with Leidy Klotz in mind, we thought that less frequent notifications might create more engagement and less annoyance or overload.
To test this hypothesis, we analyzed user data and found that those who received notifications every two weeks (and not any more frequently) were more likely to remain engaged long term. Therefore, instead of increasing the number each week, we shifted to a less frequent but more engaging cadence.
Practical steps to consider subtraction in product development
So you’re convinced by the power of subtraction. How can you build it into a habit in your product processes. Here are some ideas to make sure you keep your product simple and streamlined.
Reduce cognitive load: Simplify your product by removing unnecessary visual elements, reducing the number of options or choices, and decluttering menus. This will help users focus on the core functionality and reduce the cognitive load they experience while using your product.
Optimize notifications and communications: Evaluate the frequency and content of notifications, emails, and other communications sent to users. Consider reducing the frequency or consolidating messages to minimize distractions and increase the perceived value of messaging.
Reevaluate onboarding: Review your product's onboarding process, looking for areas where you can remove steps or information that may not be essential to a user's initial experience. Streamlining onboarding can reduce friction and improve user satisfaction from the start.
And subtraction can be a fun team sport too! A couple of useful exercises I like to run with teams at least a couple of times a year are:
Subtract the Obvious: Gather your team and create a list of all product features. Ask team members to identify the most obvious candidates for removal. Discuss the potential impact of removing these features and prioritize the list.
Worst Feature Elimination: In this exercise, each team member selects the feature they believe is the least useful or most detrimental to the user experience. The team then discusses and ranks these features, determining which should be removed or revised.
If you have the volumes, add a subtraction idea into your next A/B test to see if it has any impact.
Ultimately, subtraction is a powerful tool for product managers. Adding (yes, the irony) the simple question of ‘what can we subtract? into your product development lifecycle will help you find new ideas and stay ahead of the danger of being overrun by simpler competition.