A city transit-app Product Owner can either reduce drop-off in the existing trip planner—used by about 90% of riders—or launch a brand-new kiosk channel at two stations. Analytics show most abandoned journeys die on the current planner's transfer step. How should the Product Owner compare the two bets?
Select an answer to reveal the explanation.
Short Explanation
Fancy new doors do not beat a crowded hallway that already dumps most people on the floor. If nine out of ten riders live in the trip planner, shaving pain there can dwarf a shiny kiosk two stations get to see. Value follows where the outcomes are, not where the novelty is.
Full Explanation
Improving an existing high-traffic journey often outperforms launching a new channel when evidence shows drop-off is concentrated in the current path. Opportunity cost is central: capacity spent on novelty is capacity not spent on outcomes already demanded at scale. The Product Owner should compare expected value using reach, outcome impact, and evidence rather than assuming new equals better. Even splits and political novelty are not substitutes for that comparison.