Why Product Frameworks Didn’t Work for Me

Lessons From My Product Management Journey

Recently, I had the chance to attend the Inspire Africa Conference, where I met several respected product folks, some of whom I’d engaged with virtually for years. It was an amazing experience, especially sharing insights and lessons learned over the years. During a conversation with one of these long-admired product gurus, we deeply discussed what has worked—and what hasn’t—in our respective product management journeys.

Welcome to Episode 12 of Product with JnrJose

At some point, I mentioned a truth that had been simmering within me for a while: I’ve never been able to stick to any one product framework. Whether working full-time for a company or consulting, each organization seemed to require a unique approach to solving its specific challenges. It was surprising to hear this respected peer echo the same sentiment. Here was someone I’d looked up to for years, admitting that they too hadn’t found a single framework that worked across the board. That conversation lingered with me long after the conference wrapped up.

As I reflected more deeply on why frameworks haven’t always worked, I thought about the entire concept of product frameworks—those step-by-step guides created by highly respected product masters. Why don’t they translate seamlessly into real-world success? This line of thought led me to think about the product schools I’ve come across (though I’ve never attended one myself). Many product school graduates often share how lost they feel when they land their first product role, expressing that what they were taught in class didn't quite align with the realities of the job. I’m not here to discredit product schools but rather to explore why this gap exists.

In digging deeper, I noticed that many product school curriculums are heavily focused on frameworks rather than teaching the fundamental principles of product management. They often lack hands-on exercises in real-life scenarios that force you to adapt, think critically, and make tough calls. And this, I think, is where the disconnect lies. Frameworks offer structure, but they don’t always prepare you for the messy, unpredictable world of building products. They can guide, but they can also constrain if taken too literally.

The Reality Hits: Frameworks Aren’t a Magic Wand

My journey with frameworks began with enthusiasm. I eagerly embraced several popular frameworks—in fact, I know some of them so much that I quote them like a lawyer will quote the law before the judge—believing these frameworks would be my roadmap to success. And to be fair, they gave me a good jumpstart in my career. However, over time, I realized that rigidly adhering to any single framework instead of understanding the fundamental principles often created more problems than it solved.

I remember those early days clearly. My team prided itself on our framework knowledge. We often spent hours debating which framework was “better,” and once a decision was made, we’d go through every prescribed step—hypothesizing, validating, measuring—without stopping to consider whether we were actually solving the immediate issue. One such time, regulatory requirements pressed us to release a new feature in a tight window. Instead of focusing on how to meet these urgent needs, we got wrapped up in selecting and then following a framework to the letter. We spent more time in debate and ceremony than actively building a solution. By the time we realized, the deadline had slipped, and we’d missed what the regulator needed. The framework wasn’t speeding us up; it was holding us back.

This pattern became all too familiar—missing critical deadlines and failing to deliver on customer needs. Even Agile, our go-to for flexibility, couldn’t save us. Our sprints ran like clockwork, and our standups were impeccable, but real progress felt glacial. We were checking all the boxes but missing the bigger picture. Over time, I learned that frameworks, while helpful in creating structure, are just that: structures. Every market, product, and customer base is unique, and blindly following a framework can lead to wasted effort if it takes priority over understanding the problem at hand.

When I Decided to Write My Playbook

The turning point came during a challenging project when the company was shifting from a development shop to a single-product “aaS” business. I joined in the middle of this transition, with a large team and numerous moving parts guided by a “textbook” strategy. But after months of effort and substantial expenses, there was little to show. Then, one morning, I received a call from my new manager. He simply said, “Isaac, I need just four people on this.” He brought in two engineers (including himself), one designer, and me as the product manager. Together, we aligned on the company’s vision, engaged with potential customers, and dived deep into their problem areas. We then returned to map out a solution that fit both our customer needs and business goals.

In less than two weeks, we developed a strong prototype, validated our approach, and got to work on a functional solution. About three months later, we launched the minimum viable product (MVP), and a solid base of customers signed on from day one. Not only did we bring a viable product to market, but the pivot redefined the company’s identity. Internally and externally, everyone now recognized the business for what it truly was and the clear direction it was heading.

What I’ve Learned: Principles Over Process

Now, I’ve come to see frameworks as tools in a toolbox rather than a fixed set of rules to follow. They’re valuable, but only if you use them flexibly and adapt them to fit your situation. I’ve learned that it’s more important to understand the principles behind a framework than to follow it by the book. Product management is about solving real problems for real people, and no framework can fully prepare you for the complexities of the real world.

Reflecting on my journey and that conversation at the Inspire Africa Conference, I realize that the key isn’t rejecting frameworks entirely. It’s knowing when to use them and when to trust your instincts. It’s about blending the structure they offer with the adaptability that real-world product development demands. For me, that’s what has made the difference.

And while I’m still learning every day, I’m more confident than ever in my ability to create solutions that matter. Not because I’ve mastered a framework, but because I’ve learned when to bend the rules—and when to throw them out altogether. That’s the real lesson I’ve learned, and it’s one I wish I’d known when I first started.