It's really hard to escape from a user perspective in the product industry. And there is a proper reason for that - a product without users does not make any sense (obvious, isn't it?). But on the other side, business stakeholders often require results measured as a monetary gain.
During my presentation I would like to tell you:
- how to comprise user and business goals
- what expectations you can have towards your stakeholders
- how you as a product person can prove your impact on the business
Why do I want to talk about it?
I think it's the most common struggle within product teams that I've been working with so far - that they develop the product, but they can't prove that they have improved anything to the business side. I reckon it is truly important to understand the bigger picture between goals structure within an organization to work efficiently. Once you have that you can contribute even more to the business success alongside taking care of users too.
Watch this WaysConf session, then continue with related talks or explore the current programme.
A Polish-language talk about balancing user needs, business outcomes, and technical reality in product work. Drawing on experience in analytics and product management, it shows how a user-centered team can still fail when it cannot connect improvements to organizational goals. The proposed method is straightforward: map what the product measures, identify the stakeholders and objectives those measures should support, and make the relationship explicit before prioritizing solutions. User value and business value are treated as a system, not rival ideologies.
Sustainable products need customer value, a viable business, and technology capable of delivering both repeatedly.
Watch from 3:10Analytics and commercial context help teams explain why an observed customer problem deserves investment now.
Watch from 5:46A product metric is useful only when the team understands which larger goal it represents and what behavior can distort it.
Watch from 10:52Listing metrics and their definitions reveals gaps, duplication, and measurements that exist without a decision they support.
Watch from 13:21Conversations with accountable stakeholders clarify which outcomes the product should influence and where expectations conflict.
Watch from 15:55These concise notes were edited from automatic captions and checked against the talk structure. They are not a verbatim transcript.
A useful experience cannot persist without an organization able to fund it and technology able to deliver it reliably. Conversely, a commercially attractive system will not last if customers receive no meaningful value. Product teams should examine these forces together, because an intervention in one area changes the constraints and opportunities in the others.
Watch from 3:10User evidence is more actionable when a team can connect it to retention, cost, risk, growth, or another organizational outcome. Analytics does not replace understanding people. It helps quantify the pattern, compare alternatives, and explain the consequence of leaving a customer problem unresolved, which makes advocacy more credible inside the business.
Watch from 5:46Teams often inherit dashboards and optimize whichever numbers are most visible. That can improve a local event while leaving the real outcome unchanged or worse. For every important measure, describe the behavior it represents, the larger objective it should influence, and the ways it can rise without delivering the intended value.
Watch from 10:52List the product’s active metrics, their definitions, data sources, owners, and the decisions they are supposed to support. This simple audit exposes duplicate names, inconsistent calculations, missing outcomes, and numbers no one uses. It also creates a common object for a product, design, engineering, and analytics conversation.
Watch from 13:21After mapping current measurements, speak with the people accountable for organizational objectives. Ask which outcomes matter, why they matter now, and where product behavior can contribute. The goal is not to accept every request, but to make dependencies and conflicts explicit so prioritization balances customer benefit with a coherent business direction.
Watch from 15:55
