Stephanie Musat Director of Product Management, Content Discovery, Warner Bros. Discovery
Cannibalization isn’t about abandoning; it’s about evolving toward higher value.
Great products don’t wait to be replaced—they replace themselves. This talk explores how leading teams use strategic cannibalization to stay ahead, outpace competitors, and turn internal risk into long-term growth.
What happens when your product can’t make the jump from early adopters to the mainstream? It might help to talk through some product philosophy.
Build the Right Thing | Build the Thing Right
You understand the user problem so deeply that you can relate to a users motivations and obstacles to such a degree that you design and develop an elegant, delightful experience.
Build the Right Thing | Build the Thing Wrong
We know the user problem; it just didn’t exactly work.
Build the Wrong Thing | Build the Thing Right
We built a lovely product for a non-existent problem.
Build the Wrong Thing | Building the Thing Wrong
Because your bosses said “LLM’s have finally advanced so we can build that ChatBot.” We built it because our bosses told us to.
Several years ago, The Standish Group tried to quantify the overall impact of software development.
| 20% of features enable 80% of engagement | 50% of features are hardly ever used | 30% of features are used, but infrequently |
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