Libro: Kill the HiPPO: How bootstrapped software companies decide what feature to build next

What feature should you build next?
As a bootstrapped founder, choosing the right features to build in your software product is one of the most important things you do—and it's really hard.
Sure, it starts out easy. But as your product grows, you find yourself building the wrong thing, struggling with technical debt, and getting mired in feature development that goes nowhere.
To find out how the founders we respect and admire deal with this problem, we selected 10 bootstrapped software companies—each of them stable, well-run, mature, and profitable—and asked their founders how they make critical product decisions.
Inside this book, you'll discover how bootstrapped founders: Decide which features are worth building Avoid getting stuck in endless development Balance essential work with innovative work What will you learn from this book? We don’t give “how-to” advice, because the generic, one-size fits all advice just doesn’t work for this problem. Instead we explore how the founders we interview have found solutions that work for them. The chapters are Does it Spark Wow? Building for “Simon from Canada” A Season for Everything Cupholders vs CarPlay The Power of Constraints Add a Button; Remove a Button “We Sell ‘Shovels,’ Not Stacks” The “Big Rocks” Go First A Tale of Two HiPPOS “Until Your Company is Much Bigger, YOU are the Product Manager” Kill the What?! - About the Title
HiPPO is an acronym from product management: "Highest Paid Person's Opinion." The HiPPO phenomenon is the tendency for team members to defer to the opinion of higher-paid or higher-ranking colleagues.

If a product team doesn't have a system for feature prioritization, then the HiPPO bias drives the default approach. Early reviews:
“If you’re a SaaS founder like me, this is a great frickin book.” - Rand Fishkin

“If you are looking for the marketing hype stories ... you won’t find them in here. You will, however, find the things that did work and things that did not work for the various companies/people, and see that each company is different, and that what worked for one failed terribly at the other." - Art Koenig