I don't need to explain to anyone that there is a difference between the price tag of a product and the value that the customer attributes to it. I probably don't need to explain to anyone that if you don't need a hammer, you won't buy one even if it's 50% off. But let's look at it a little more systematically - how customers perceive price.
We will show you what factors play a role, what role they play, and what impact they can have.
I probably don't need to explain to anyone that when you create a product, you need some feedback from customers, some customer research - you simply need to ask customers questions. But what if I told you that many of the answers are lies, games, politeness... And your product is built on the lies, games, and politeness of those surveyed.
In this series, we’ll move from what customers say, to how they perceive price, and finally to what customers are actually trying to accomplish.
Although I have already written about values, I decided to update the article and try to describe values as I think they should be defined: "what," "why," and use the principles for "how." This should make it clear not only what a value is, but more importantly why and how it manifests itself in practice.
So I'll try again.
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Commercial software development is not about blindly executing specifications. True innovation comes from building systems that evolve - software designed to adapt as markets, technologies, and business models change.
No architecture survives unchanged for years - but evolutionary design lets your system bend without breaking. The challenge is not stability, it’s resilience under continuous transformation. Innovators embrace this uncertainty; they design for it.
I prefer leadership over management. Teams that think for themselves, take ownership, and become self-managing are unstoppable - but they need guidance from someone who can inspire and challenge them.
Leadership is not just authority - it’s a combination of skills, decisiveness, and principles that makes people want to follow you into uncharted territory.
Ask yourself: what is your company truly optimized for? Middle management and bureaucracy may feel safe, but they slow down innovation.
Identify the constraints that limit creativity and speed. Align your organization to maximize value creation, and you’ll see happier employees, faster product delivery, and satisfied customers - all while staying ahead of competitors.
There’s a huge difference between a quick minimum viable product (MVP) and software that you intend to maintain, scale, and sell for years. Short-term experimentation is one thing; long-term innovation is another.
Launching software for 10 users is not the same as scaling for 10,000. Finding product-market fit is different from maintaining a mature system. Innovators understand these distinctions and design their development stages to accommodate both rapid iteration and sustainable growth.