They had already published many papers and demonstrated the technology at conferences. Now we were going to turn it into a product and unleash it on our eager market. To do this we had to get practical about the actual features of the product, so understanding exactly what the technology did was crucial. It soon became clear that, like those biographers of Shakespeare, there was some confusion about the subjunctive and the indicative.
I would ask about a particular feature of the technology and get the apparently unambiguous response “I can do that”. I now know that there were three possible interpretations for those apparently simple words:
- “I can do that”; I can already do that, I can do it now, I can show you, I won’t have to wave my hands and ask you to imagine some future state, it’s real, no, really, see … watch
- “I can do that”; I really can do that, I could do it next, I can’t already do it but it is quite achievable and I can show you tomorrow or next week … probably
- “I can do that”; I can imagine a future world in which the thing you describe could be possible and that I might have some role to play in it, in other words, in all practical ways; “I can’t do that … yet”.
I think the problem comes from two significant features of software product development (I’m not qualified to blame the language). Firstly, software is, well, soft. We can change it quickly (usually from working to not), adding and changing features with such rapidity that it is sometimes hard to say what it does and does not do. The second is that really bright engineers who live in this uncertain world can easily imagine all sorts of new and exciting things that the software could do, and they are keen to make that happen (mostly). Yet, we as Product Managers really have to pin it down and understand what is possible now and what might be possible in the future. The sooner you figure out which “can” your engineers are talking about, the sooner the product discussion can get real and the sooner your product can get to market.