Stop Building Features. Start Solving Problems.

Here's how most product teams operate: Someone has an idea for a feature. It gets added to the backlog. The team plans it during sprint planning. The designer mocks it up. The PM writes the specs. Engineers build it. They ship it, celebrate, and move on to the next feature.

Rinse. Repeat. Forever.

The problem? Nobody stops to ask: What problem are we solving?

The Feature Trap

We have become obsessed with features. New buttons. New workflows. New integrations. The roadmap is packed, the team is busy, and everyone feels productive. But are we building the right things?

Usually, the responsibility for "taste" and direction falls to a designer or product manager. They decide what gets built and how it should work. They are the gatekeepers of value. While they might be brilliant, this approach has a fatal flaw: it starts with solutions, not problems.

What If We Started With Problems Instead?

Here is the radical idea: What if we flipped the entire process? What if instead of asking, "What feature should we build next?" we asked, "What problem is our customer actually facing?"

When you start with the problem, everything changes.

Take Fizzy by Basecamp. At first glance, it is almost comically simple—just lists. That is it. But look closer, and you will see something brilliant: they are not trying to build every Kanban feature under the sun. They are solving specific problems about how ideas resurface when ignored, how priorities naturally shift, and how work actually flows without the artificial constraints of sprints.

They did not reinvent project management. They just thought deeply about real problems and built exactly what was needed to solve them. Nothing more, nothing less.

The Sprint Problem Nobody Talks About

Let's talk about sprints for a second.

The original Sprint framework—Jake Knapp's book—was five days. Five focused days to go from problem to tested prototype. Fast, intense, and purposeful.

Now? Most tech companies run 14-day sprints. Nearly three weeks of planning, building, reviewing, and retercting. We have taken a rapid problem-solving framework and turned it into another way to organize work.

This drift did not happen by accident. It happened because we stopped focusing on problems and started optimizing for features. We needed more time to build more elaborate features, so we stretched the sprint. The framework became the goal instead of the tool.

A Better Way: Problem-Centric Product Development

Here is how we do it differently.

At the close of every quarter, we stop building. The whole team comes together to take stock. We pull up customer complaints, support tickets, and platform issues. We list everything broken, frustrating, or confusing.

Then we categorize ruthlessly:

• P0: This is broken. Customers are hurting. Fix it immediately.

• P1: This is a real problem we need to solve this quarter.

• P2: Important, but not urgent. We will tackle next quarter or beyond.

That's it. No feature roadmaps. No "wouldn't it be cool if..." discussions. Just problems, prioritized by impact.

This approach—inspired by Railway, an infrastructure company redefining how developers deploy—is deceptively simple. But simple doesn't mean easy. It requires discipline to say no to shiny features. It requires humility to admit you do not know what customers need until you ask them. It requires courage to delete the elaborate roadmap deck and start from scratch.

The Shift That Changes Everything

When you build from problems, not features, something remarkable happens:

You stop arguing about implementation details and start discussing customer pain. You stop celebrating shipped features and start measuring solved problems. You stop building what is easy and start tackling what matters.

Your backlog shortens, your sprints become clearer, and your team becomes more focused.

And most importantly, your customers get products that actually work for them.

So here is the challenge: Look at your roadmap right now. How many items on it are features you want to build versus problems you need to solve?

If you cannot answer that question, you might be in the feature trap.

It is time to flip the script.