CTRL K
How TIZZLE Decides What to Build
Ideas are not the scarce part of product development. Attention, engineering time, maintenance capacity, and access to users are.
That means deciding what not to build is as important as deciding what to ship.
TIZZLE works across client delivery, internal systems, AI, and public products. A useful decision process keeps those areas connected without allowing every interesting idea to become a permanent commitment.
First, identify the form of the opportunity
Before evaluating an idea, we decide what kind of work it might be.
A client solution
The problem belongs to a specific business and is tied to a defined commercial outcome. The work may include a website, application, integration, campaign, or operational system.
An internal system
The problem appears repeatedly inside TIZZLE’s own delivery or operations. Solving it could improve speed, consistency, quality, or visibility.
A public product
The problem is shared by a clear group of users, the value can be delivered repeatedly, and the product can be supported beyond its first release.
An experiment
The idea contains an important unanswered question. A small prototype, test, or limited release can produce evidence before a larger commitment is made.
Naming the form prevents category mistakes. A useful custom solution is not automatically a scalable product. A compelling prototype is not automatically ready for public launch.
The seven questions every idea must answer
1. Who has the problem?
“Businesses” or “everyone” is not specific enough.
We need to know who experiences the problem, what they are trying to do, and how their current behaviour shows that the problem is real.
The more specific the user, the easier it becomes to make product decisions.
2. What changes for the user?
A feature list describes output. A useful product case describes change.
Does the user complete a task faster? Make fewer errors? Understand something more clearly? Convert more visitors? Avoid another subscription? Communicate with less friction?
If the outcome cannot be stated plainly, the idea needs more discovery.
3. Why is this the right time?
Timing can come from a new technical capability, a repeated client request, changing user behaviour, or an internal constraint that has become expensive.
An idea can be good and still be wrong for the current moment. The company may lack the distribution, data, technical foundation, or support capacity required to make it work.