It\u2019s where you, or those who are making the decisions above you, are drawn to new technologies that promise excitement, but that may not be the best option for you right now. In practice, shiny object syndrome leads teams to prioritize new features simply because they\u2019re based on novel and innovative ideas and ignore the previously validated solutions that are more likely to meet the user’s needs. It\u2019s the temptation to be on the cutting edge instead of double-downing on what really matters. <\/p>\n\n\n\n It\u2019s easy to fall into the trap of shiny object syndrome. Product teams and CEOs want the product to stand out and not fall behind. So, when a buzz is generated over a new idea in your industry, it can be easy to race in and integrate it to stay current. <\/p>\n\n\n\n But that\u2019s super dangerous. Not every great new innovation amounts to anything, and suddenly, thanks to shiny object syndrome, you\u2019ve backed the wrong horse. <\/p>\n\n\n\n To put it another way, shiny object syndrome is when your product strategy<\/a> loses focus and starts drifting to whatever seems most existing in the moment, pulling you away from delivering what\u2019s actually valuable and more likely to work.<\/p>\n\n\n\n What\u2019s so bad with wanting to make sure your product includes the newest trends? Who doesn\u2019t want to explore new and exciting opportunities that could lead to bigger and better things?<\/p>\n\n\n\n Well, it\u2019s because of that \u2018<\/em>could\u2019. <\/em><\/strong>These new ideas haven\u2019t been validated, they haven\u2019t been tested, yet shiny object syndrome makes you want to dive in head first. It makes you prioritize the new idea simply because it is the newest. <\/p>\n\n\n\n Suddenly shifting to a new idea, never seen before on your roadmap, can wreak havoc on your team, and overall strategy, especially if it\u2019s done for the wrong reasons. This tendency to get distracted undermines the core principles of focus and customer value, often turning promising plans into chaos.<\/p>\n\n\n\n Of course, a key principle of agile working is that you\u2019re able to be adaptable and explore and try new things. You need to be open to experimentation and iterating on what you already have. You don\u2019t want to be completely rigid and welded to your roadmap.<\/p>\n\n\n\n But dropping everything to chase an unvalidated shiny object is not the best way to go about things. You\u2019ve put time and effort into your original plan – it\u2019s not worth the waste of resources to jump on something new without first checking if that new thing is worth your time. <\/p>\n\n\n\n Because for all you know, you could be jumping from a lifeboat onto the Titanic. Blindly following the whims of someone with shiny object syndrome may lead you onto a sinking ship – and we\u2019ll get to an example where that happened in the past. <\/p>\n\n\n\n That\u2019s just one of the main dangers of SOS, but there\u2019s so many more, like:<\/p>\n\n\n\n Shiny object syndrome is a quote-on-quote \u2018disease\u2019 that anyone in the Product Team<\/a> can get, but just like how pirates were most vulnerable to scurvy, one group is far more vulnerable to the siren-like pull of the potential next big thing. <\/em>Those are your C-suite and executive-level folk. <\/p>\n\n\n\n But why? Well, the more senior you get, the less involved in your own product you become. Instead, you\u2019re looking outwards at what others are doing, seeking opportunities for growth, and keeping tabs on new trends.<\/p>\n\n\n\n They\u2019re less entrenched in the day-to-day realities of the product and its customers, which makes them more likely to be captivated by the latest tech buzzwords or the flashy ideas circulating in journals and at conferences. So it makes sense that when a new, exciting thing is introduced, your C-suites are going to be salivating at the opportunity to jump on that to stay ahead. <\/p>\n\n\n\n Now, annoyingly, the last person you want to get shiny object syndrome is your C-suite stakeholders. If you as a PM become enamored with a shiny new idea, you have a whole team around you who will want to validate it and get evidence for it. This isn\u2019t always the case if it\u2019s your C-suite, thanks to the reality of HiPPO<\/a>. <\/p>\n\n\n\n HiPPO stands for the highest-paid person\u2019s opinion. In many organizations, the idea of HiPPO reigns. Seniority and authority often mean that when executives express enthusiasm for an idea, teams feel compelled to act, whether it aligns with the strategy or not. <\/p>\n\n\n\n HiPPOs with shiny object syndrome can spark off fire drills, derailed priorities, and a scramble for resources all in pursuit of something that might not even serve the product or its customers.<\/p>\n\n\n\n If the C-suite exec really wants to explore a new technology and shiny object, it\u2019s hard to tell them no. <\/p>\n\n\n\n Thankfully there are tactics you can deploy as a Product Manager to diplomatically dim the brightness of the shiny object without putting yourself in the line of fire – we\u2019ll cover that in just a second.<\/p>\n\n\n\n We’ll be honest, if your team is already infested with shiny object syndrome, you\u2019ll know about it. Your attention is going to be pulled from your original, optimized plan to something that\u2019s new and in its formative stages. That\u2019s going to be a bumpy transition. <\/p>\n\n\n\n Here are some major warning signs that a decision-maker (or team) is grappling with shiny object syndrome:<\/p>\n\n\n\n Spotting these early signs can save your team from the worst effects of shiny object syndrome. Once you\u2019ve identified the problem, you can begin implementing strategies to steer focus back where it belongs: on delivering value to your customers.<\/p>\n\n\n\n Preventing shiny object syndrome is like keeping a magpie away from glittering treasures and takes discipline and a solid plan. Here\u2019s how you can stop it in its tracks, for both yourself and your executives:<\/p>\n\n\n\n Make it hard for the C-suite to shift the focus. Establish a formal system for vetting new ideas. Not every new technology or market trend deserves your immediate attention. Build a checklist or framework to evaluate whether the shiny object aligns with your company\u2019s strategy, goals, and roadmap. Tools like opportunity solution trees<\/a> or the RICE scoring <\/a>method can help prioritize without derailing your focus.<\/p>\n\n\n\n Doing this keeps you open to new ideas without forcing your team to jump on them straight away without checking if they\u2019re viable first. <\/p>\n\n\n\n Define the rules of engagement around your product roadmap<\/a>. Regularly communicate its purpose to stakeholders: it’s a living document that transforms strategy into actionable goals. Reinforce that every idea must go through the same prioritization process to ensure fairness and alignment.<\/p>\n\n\n\n Share your roadmap regularly with your stakeholders so that they understand what you\u2019re working on, what\u2019s got your attention, and where your resources are being spent. <\/p>\n\n\n\n When sharing your roadmap, add some evidence as to why you\u2019re doing it, and the expected benefits. Tie these to overall business goals to ensure you have continuous buy-in and reduce the chance of a new idea coming in to derail everything.<\/p>\n\n\n\n Using ProdPad to communicate your product roadmap will make this infinitely easier. All Roadmap Initiatives in ProdPad are linked to your Objectives and Key Results, are structured around problems to solve, clearly display their prioritization scoring and have related customer Feedback linked to them. <\/p>\n\n\n\n Take a look in our live sandbox environment to see what that looks like. <\/p>\n\n\n\n\n Enter the ProdPad Sandbox<\/p>\n <\/div>\n Create structured ways for stakeholders to submit ideas without hijacking current plans. A standardized submission process ensures all inputs are considered while keeping chaos at bay. A central hub for suggestions fosters transparency and accountability, giving shiny objects their moment without jumping the queue.<\/p>\n\n\n\n
It\u2019s like a cat following a beam of light on the wall fixated on this shiny dot wiggling around, pulling the poor animal in multiple directions as if in a trance. Like the cat, falling foul of shiny object syndrome can lead your product team astray. Away from the predefined product vision<\/a> and into untested waters. <\/p>\n\n\n\nWhy is shiny object syndrome a bad thing?<\/h2>\n\n\n\n
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![\"List](\"https:\/\/www.prodpad.com\/wp-content\/uploads\/2024\/12\/Dangers-of-Shiny-Object-Syndrome-2-813x1024.png\")
<\/figure>\n<\/div>\n\n\nWho\u2019s most vulnerable to shiny object syndrome? <\/h2>\n\n\n\n
Signs you\u2019re dealing with shiny object syndrome<\/h2>\n\n\n\n
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![\"Signs](\"https:\/\/www.prodpad.com\/wp-content\/uploads\/2024\/12\/Signs-of-Shiny-Object-Syndrome-1024x799.png\")
<\/figure>\n<\/div>\n\n\nHow to protect yourself from shiny object syndrome<\/h2>\n\n\n\n
1. Create a validation process<\/h3>\n\n\n\n
2. Set expectations early<\/h3>\n\n\n\n
3. Build a feedback channel<\/h3>\n\n\n\n
![\"\"](\"https:\/\/www.prodpad.com\/wp-content\/uploads\/2024\/06\/Product-feedback-Idea-Submission-Guidelines-1-1024x240.png\")
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