All I can think about while reading your comment is "I'm a people person, dammit!" from Office Space. It was not a playbook on how to run an actual software company.
All employee incentives should be aligned around selling more product and lowering cost of delivering said product. The closer that marketing and software work together the more they can empathize with each groups challenges.
Using your example, what makes a product feature essential if it does not in fact sell?
All employee incentives should be aligned around selling more product and lowering cost of delivering said product. The closer that marketing and software work together the more they can empathize with each groups challenges.
Using your example, what makes a product feature essential if it does not in fact sell?