PR/FAQ: Write the Press Release Before You Build

WHY IT EXISTS To prevent building products that customers don't want. The PR/FAQ process forces a shift from an internal, company-first perspective to an external, customer-first perspective before significant resources are committed. It answers the question "so what?" for the customer at the very beginning.

THE MENTAL MODEL Think of it as a time-traveling thought experiment. You write a press release from the future announcing your finished product. If that press release isn't exciting and doesn't describe a stepwise change in the customer experience, you've saved yourself the trouble of building the wrong thing. The document is the product before the product.

HOW IT WORKS The process begins with an idea owner drafting a Press Release (PR) and a Frequently Asked Questions (FAQ) document. The PR is a one-page narrative written for the customer, focusing on the problem solved and the benefits. The FAQ, up to five pages, anticipates and answers tough questions from both customers (e.g., "How does this work?") and internal stakeholders (e.g., "How much will this cost to build?"). This document is then iteratively reviewed, debated, and refined in meetings, often going through ten or more drafts to achieve clarity.

WHEN TO USE IT Use it to vet major new products, services, or significant initiatives where the path forward is ambiguous. It's a tool for making big bets and ensuring alignment. While born from product development, it can be adapted for any major initiative, like a new internal policy.

WHEN NOT TO USE IT It's overkill for small, well-defined tasks like bug fixes or minor feature enhancements. The process is designed to clarify ambiguity and vet a core value proposition, not to manage the execution of known work.

ONE CANONICAL EXAMPLE A team at Amazon considering a new feature would start by writing the press release announcing its launch. If they can't write a compelling narrative that makes the reader say "wow, I want that," the idea is flawed. The FAQ would then detail customer questions and, crucially, internal questions about the technical challenges and business viability. If the PR is uninspiring or the FAQ reveals insurmountable obstacles, the idea is re-worked or dropped—all before a single engineer is assigned.