Three Critical Questions for Product Development at Facebook
Julie Zhuo delivered a thought-provoking talk on her journey from a Stanford student to a leading designer at Facebook. She detailed her career evolution and shared valuable insights into user-centric design. The key takeaway from her presentation centers around three critical questions that serve as a framework for validating product ideas and ensuring they address real user needs. For those interested in a deeper understanding, you can view the full talk here.
The first question to ask is, “What people problem are we trying to solve?” This question emphasizes the need to frame the problem from the user’s perspective. Too often, teams characterize problems in metrics, such as optimizing click-through rates, which alienates users. Instead, a genuine people problem statement resonates with the audience. For instance, a statement like “I want to connect with other mothers going through similar experiences” focuses on the emotional and social aspects rather than team-centric jargon.
Zhuo outlines several criteria for identifying valid people problems. They should be:
- Human and straightforward: Avoid technical language.
- Solutions-agnostic: Frame the problem without implying a preconceived solution.
- Not about winning: Avoid positioning the problem within corporate competition.
- Root cause-focused: Get to the why behind the problem.
- Broad in impact: Include emotional and social dimensions.
An example she gives is the common sentiment among new mothers: “I want to talk about an interest with other people who are interested, but I don’t know where to find them.” This statement articulates a clear need for community, not just a desire to advertise an app.
The second question is, “How do we know this is a real problem?” Zhuo stresses the importance of validating that a problem is worth solving. This involves quantifiable and qualitative evidence. For example, when evaluating the need for Facebook Groups, Zhuo’s team discovered that a third of group memberships stemmed from the “Groups You Should Join” feature. This sparked further efforts to help users discover and join groups, demonstrating a clear demand.
Zhuo also discussed the importance of data in validating problems. At Facebook, they employed user testing, surveys, and data analysis to confirm the significance of a given problem. For the potential need for emotional expressions beyond the Like button, they reviewed user-generated stickers and comments, ensuring there was widespread interest in having additional emotional responses available.
The third question is, “How will we know if we solved this problem?” This question focuses on establishing measurable success criteria before launching a product. It requires teams to anticipate the impact of their solution, thus avoiding the pitfalls of post-launch rationalization of results. For instance, Zhuo’s team aimed to see not just user engagement but meaningful engagement where new members of Facebook Groups would actively contribute and participate.
In the launch of Facebook Reactions, they tracked metrics such as the increase in unique reactions and monitoring the emotional resonance these reactions held for users. They also measured whether users returned to use the feature repeatedly, indicating its value in their interactions.
Zhuo’s framework hinges on understanding the user experience by constantly referring back to the end user and validating assumptions with data before, during, and after the development process. The approach fosters a culture of user-centered design that resonates throughout product teams, ensuring that each new feature serves a real need.
These questions provide a rigorous, grounded method for product development, keeping teams aligned with user needs and bolstering the chances of delivering products that truly resonate in the market. The integration of qualitative insights with quantitative data ensures that the team remains accountable, strategic, and focused, leading to impactful design solutions.