It’s the market leaders that often suffer the worst experience rot. They have the most money to spend on new development and they have the most pressure to keep leading the marketing place with new inventions.
It’s experience rot that opens a market up for disruption. The market leader, slowed down and overly complex, gives a chance for a new company to make inroads. By studying the small number of features that most users care about, and freed by not having a large codebase to deal with, they can implement a simplified version that is much easier for new users and a straightforward transition for the more experienced user base.
The smart organizations spend a lot of time trying ideas, knowing they’ll say ‘no’ to most of them. However, that constant experimentation helps them understand what’s possible and gets them closer to finding the ‘yes’ that will dramatically enhance the experience without increasing rot.
It’s the hardest thing for an established business to learn to say “no”. People work to make new things, but organizations need to have a relentless pressure to try new things and say no to them. There should be 1,000 no’s to every yes.