<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Writing on Steven Chabot</title><link>https://stevenchabot.com/writing/</link><description>Recent content in Writing on Steven Chabot</description><generator>Hugo</generator><language>en-CA</language><lastBuildDate>Tue, 29 Sep 2026 00:00:00 +0000</lastBuildDate><atom:link href="https://stevenchabot.com/writing/index.xml" rel="self" type="application/rss+xml"/><item><title>When the product changes, the organization has to learn</title><link>https://stevenchabot.com/writing/when-the-product-changes/</link><pubDate>Tue, 29 Sep 2026 00:00:00 +0000</pubDate><guid>https://stevenchabot.com/writing/when-the-product-changes/</guid><description>&lt;p&gt;A new capability is easy to describe as a feature. It can make a task faster, remove a step, or bring a previously difficult activity within reach. A product team can demonstrate the difference in an afternoon. The surrounding organization may take much longer to understand what that difference asks of it.&lt;/p&gt;&#10;&lt;p&gt;Consider a service that helps a customer make a complicated decision. Today, the customer might gather information, speak to a specialist, compare options, and return later. A new tool could bring those activities into one conversation. The interface becomes simpler. Behind that interface, questions about responsibility become more complicated.&lt;/p&gt;</description></item></channel></rss>