Yeah,

we interviewed Tony a little while ago about jobs done. And I think the message I got was that a lot of companies go in with a me too product idea. And when they test it, they find that there's usually some much narrower problem space which is underserved. Yeah,

I think that's the thing. In fact, I was just teaching workshop kind of day. Someone's like, well, why don't you just copy the competition? I can understand how some teams might do that if they don't have the skills in house to really determine customer needs and come up with unique solutions and nice designs, I guess you fall back to just copying, but there's no way you're gonna have a differentiated product. And you're also making the assumption, which is probably not right, that they've done all this awesome legwork and research to validate things. No one's really doing that. The percentage of companies and teams that are following best practices are pretty low. So everyone's just trying to just ship stuff as quick as they can. And they're doing it with risky assumptions or hypotheses without checking them. And that's why you have a lot of products out there that aren't making people happy. So there's a lot of opportunity out there. One of the things I do too, back when I would be more hands-on consulting is say someone wanted to enter a certain space, I would analyze the existing products. And when you do a detailed analysis of the existing products, say there's two or three products, you'll find, hey, these guys, this product does this particular part better than the other two, but they're really horrible at these other parts. And you can create a superset. It's kind of like a Frankenstein where you basically look across them all and I wouldn't even stop there. I'd still say, how can we? And sometimes there's like something that none of them do well. And that's a real big opportunity. But at a minimum, you can find what their weaknesses are and do better than what their weaknesses are. I've done that a lot of times on the UX front, especially.

And the B2B software space, we seem to re-engineer these horrible systems that are highly complex and not that easy to use and require lots of training and that stuff. Are you seeing that? Are you seeing a lot of adoption of consumer patents in the B2B space because they have value? Luckily, we're

seeing more of that. So one of my early clients was Box. So Box was known for having a much better UI. In general, like historically, B2B had like embarrassing UI and usability. It was just like, hey, salespeople are selling it. Executives are buying it. People got to use it to get the key business test done. Tough. And it wasn't like they knew there was good UI and they were deliberately not doing it. Just the bar was super low. And I think that with the iPhone at iOS App Store, the bar has been slowly raising in B2B software. I still use some system that one of my clients has for like accounting or invoicing or something. And I'm like, oh, man, you can tell when this was built. This was clearly built like back in 2010 or something. If you're really successful in the B2B space, then you're around for a long time. Well, then you're a legacy system, your code base is old. You can see the UX fashions frozen in time and they've been successful. So it's still there.

We see that in the organization of structures as well, though, we can look at the hierarchy and the job titles in an organization and have a guess when their organization was founded based on the fashion of their team topologies. Yeah,

definitely. So it really honestly comes down to how much of the CEO and executives value the importance of UX design usability. And how do they express that? It's what's the head count and budget for UX? So you can just cut through the baloney and be like, Hey, how many designers do you have? And that'll tell you how important you access

to that company.