Is this true? Is it true that you cannot optimize or templatize an arguably systematic process? Mind you, not the result (that's a recipe for disaster; nobody wants that) — I'm talking about the process.
What's assumed is that product development means wrangling stakeholders (design, product, sales) which, ostensibly, means meetings. Lots and lots of meetings. Agreeing and agreeing to disagree on time and within budget. Ad infinitum.
Even when you know what you're building, you'll often hear, “people are notoriously bad at estimating,” and “you have to manage expectations.” You must “under promise and over deliver,” and of course, “fixed scopes are not tenable.” The pithy witticisms abound!
If you're a founder, you're on a journey. The first leg of which involves crossing a river. I'm standing on the riverbank and I'm waving you over 👋. I have a boat. There's limited space on the boat so pack just the essentials. You won't need the rest anyway. Not now. Not until you've made it safely across the river.
Of course, this isn't a maritime monopoly. There are many vessels along this riverbank. You can get across the river in any way you choose and at your leisure — but this way, on my boat, is faster, predictable, and reliable.
So, to “you cannot successfully productize product development,” I'd like to retort in the words of the great Barry O: “Yes. We. Can!”
If you're ready to cross the river, I'm your captain!
Sincerely,
— Joey