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← Any redesign of an incumbent product, such as an onboarding flow,…
17 connected korrents · 16 moments from 3 Sept 1888 to 23 Sept 2026.
Everything filed under design
design
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product management
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courage
Everything filed under startups
startups Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: Any redesign of an incumbent product, such as an onboarding flow, almost always loses at first; it takes the confidence and agreement to begin below the status quo baseline in order to beat the incumbent. Any redesign of an incumbent product, such as an onboarding flow, almost always loses at first; it takes the confidence and agreement to begin below the status quo baseline in order to beat the incumbent. Last stated 5 months ago
12 May 2026
KB
Katarina Batina — holds since 2026-05-12 — tap for who they are
Same subject: An AI product company that cannot completely reinvent itself every six months is going to lose. — tap to centre the map on it An AI product company that cannot completely reinvent itself every six months is going to lose. Last stated 4 weeks ago
8 Sept 2026
RU
Roman Ugarte — holds since 2026-09-08 — tap for who they are
Same subject: Onboarding probably matters much more now than it did before. — tap to centre the map on it Onboarding probably matters much more now than it did before. Last stated 4 weeks ago
10 Sept 2026
NY
Nan Yu — holds since 2026-09-10 — tap for who they are
Same subject: People will go through onboarding steps if it is engaging and makes the value of what they are onboarding onto abundantly clear upfront. — tap to centre the map on it People will go through onboarding steps if it is engaging and makes the value of what they are onboarding onto abundantly clear upfront. Last stated a month ago
25 Aug 2026
JB
John Bai — holds since 2026-08-25 — tap for who they are
Same subject: A mature product's growth comes from resurrecting dormant users, so the returning-user experience deserves to be designed as deliberately as onboarding. — tap to centre the map on it A mature product's growth comes from resurrecting dormant users, so the returning-user experience deserves to be designed as deliberately as onboarding. Last stated a year ago
5 Oct 2025
AC
Albert Cheng — holds since 2025-10-05 — tap for who they are
Same subject: Designers should be designing right at the boundary of the current model, hoping the next one solves it; understanding what is possible and pushing the edges even if you get stuck is probably a good place to be right now. — tap to centre the map on it Designers should be designing right at the boundary of the current model, hoping the next one solves it; understanding what is possible and pushing the edges even if you get stuck is probably a good place to be right now. Last stated 6 months ago
14 Apr 2026
BL
Brian Lovin — holds since 2026-04-14 — tap for who they are
Same subject: A team should be aligned at a conceptual level before moving into visual experiments and prototypes, because a trap for designers is coming up with a bunch of options and picking one too early. — tap to centre the map on it A team should be aligned at a conceptual level before moving into visual experiments and prototypes, because a trap for designers is coming up with a bunch of options and picking one too early. Last stated 6 months ago
25 Mar 2026
FG
Flora Guo — holds since 2026-03-25 — tap for who they are
Same subject: Steady experimentation is what a growth team controls, but the step changes come from outside waves the company did not create and would be foolish to ignore. — tap to centre the map on it Steady experimentation is what a growth team controls, but the step changes come from outside waves the company did not create and would be foolish to ignore. Last stated a year ago
5 Oct 2025
AC
Albert Cheng — holds since 2025-10-05 — tap for who they are
Same subject: With today's tools and culture, a head of design and four designers are ample even for a company that wants to get big. — tap to centre the map on it With today's tools and culture, a head of design and four designers are ample even for a company that wants to get big. Last stated 2 weeks ago
23 Sept 2026
GT
Geoff Teehan — holds since 2026-09-23 — tap for who they are
Same subject: A person should not play the coward to their own deeds by repudiating them once done; pangs of conscience are indecent. — tap to centre the map on it A person should not play the coward to their own deeds by repudiating them once done; pangs of conscience are indecent. Last stated 138 years ago
3 Sept 1888
FN
Friedrich Nietzsche — holds since 1888-09-03 — tap for who they are
Same subject: A society that intensely values intelligence is unprecedented in human history; the Bible, Homer and other ancient texts value strength, courage and beauty instead. — tap to centre the map on it A society that intensely values intelligence is unprecedented in human history; the Bible, Homer and other ancient texts value strength, courage and beauty instead. Last stated 5 months ago
8 May 2026
DR
David Reich — holds since 2026-05-08 — tap for who they are
Same subject: All great literature is about what a bummer it is to be a human being — tap to centre the map on it All great literature is about what a bummer it is to be a human being Last stated 22 years ago
10 May 2004
KV
Kurt Vonnegut — holds since 2004-05-10 — tap for who they are
Same subject: "Simplify onboarding" is an action, not a problem, and a roadmap line written that way will not work. — tap to centre the map on it "Simplify onboarding" is an action, not a problem, and a roadmap line written that way will not work. Last stated 2 years ago
19 Jan 2025
EV
Elena Verna — holds since 2025-01-19 — tap for who they are
Same subject: A company needs someone with a product vision to recover — tap to centre the map on it A company needs someone with a product vision to recover Last stated 4 years ago
5 Nov 2022
DH
David Heinemeier Hansson — holds since 2022-11-05 — tap for who they are
Same subject: A company should define what great looks like for its own role rather than borrow another company's definition. — tap to centre the map on it A company should define what great looks like for its own role rather than borrow another company's definition. Last stated 2 months ago
9 Aug 2026
AW
Adam Ward — holds since 2026-08-09 — tap for who they are
Same subject: A strong culture of unshipping helps remove complexity and focus on a product's strengths. — tap to centre the map on it A strong culture of unshipping helps remove complexity and focus on a product's strengths. Last stated a month ago
25 Aug 2026
JB
John Bai — holds since 2026-08-25 — tap for who they are
Same subject: Building a great product means being great at saying no -- not maybe, not later, no. — tap to centre the map on it Building a great product means being great at saying no -- not maybe, not later, no. Last stated 13 years ago
3 Jul 2013
DT
Des Traynor — holds since 2013-07-03 — tap for who they are
Same subject: The hard part of building a product in a month is working out what not to build. — tap to centre the map on it The hard part of building a product in a month is working out what not to build. Last stated 2 years ago
20 Aug 2024
PL
Pieter Levels — holds since 2024-08-20 — tap for who they are
At the centre
Any redesign of an incumbent product, such as an onboarding flow, almost always loses at first; it takes the confidence and agreement to begin below the status quo baseline in order to beat the incumbent.
Holds Read this korrent →
An AI product company that cannot completely reinvent itself every six months is going to lose.
Holds
Onboarding probably matters much more now than it did before.
Holds
People will go through onboarding steps if it is engaging and makes the value of what they are onboarding onto abundantly clear upfront.
Holds
A mature product's growth comes from resurrecting dormant users, so the returning-user experience deserves to be designed as deliberately as onboarding.
Holds
Designers should be designing right at the boundary of the current model, hoping the next one solves it; understanding what is possible and pushing the edges even if you get stuck is probably a good place to be right now.
Holds
A team should be aligned at a conceptual level before moving into visual experiments and prototypes, because a trap for designers is coming up with a bunch of options and picking one too early.
Holds
Steady experimentation is what a growth team controls, but the step changes come from outside waves the company did not create and would be foolish to ignore.
Holds
With today's tools and culture, a head of design and four designers are ample even for a company that wants to get big.
Holds
A person should not play the coward to their own deeds by repudiating them once done; pangs of conscience are indecent.
Holds
A society that intensely values intelligence is unprecedented in human history; the Bible, Homer and other ancient texts value strength, courage and beauty instead.
Holds
All great literature is about what a bummer it is to be a human being
Holds
"Simplify onboarding" is an action, not a problem, and a roadmap line written that way will not work.
Holds
A company needs someone with a product vision to recover
Holds
A company should define what great looks like for its own role rather than borrow another company's definition.
Holds
A strong culture of unshipping helps remove complexity and focus on a product's strengths.
Holds
Building a great product means being great at saying no -- not maybe, not later, no.
Holds
The hard part of building a product in a month is working out what not to build.
Holds