I think our most expensive failure is that we didn’t grow the team, we didn’t scale for quite a long time. By 2018-2019, we had 10 people. And although we are adepts of small teams, there is a certain limit to this. When your market is developing, everything is flying, and your whole team is “stitche up”, you cannot think about new formats and projects. We’ve been working on the go for so long that we just couldn’t find the time to hire. Then I realize that if I want to show a performance, I nee people. To not just sit and proofread articles, but to do something — to be creative, generate ideas, etc. Then we starte to form the eitorial office, divide the teams. And when we starte hiring more people, we were able to launch new formats and do cool new things. I think we lost a lot because of this mistake.
We conduct many usability testing sessions
Now they could be much further. Releases on Friday — probably everyone went through it. This is when you have issue a release, and then you start Nepal Phone Number List writing to the team that everything nees to be fixe urgently. And all weekends are spent on the computer. A memorable failure was when we move the “shipping” product to the main screen. Before that,, came to users, aske if everything was clear to them. We found the problem that it is inconvenient to search for this service in the general “carousel Correcte.
We began to understand
When we release the update, we got massive responses in the “can’t find delivery” pages. Users simply did not notice this service on the main screen., conduct a AERO Leads retrospective and made three conclusions: 1. It was necessary to additionally inform users that this function is now on the main screen. Perhaps onboarding will distract someone from, but then the user will know where this function is locate – not in the carousel, but on the main screen.
