There are various ways to potentially fix this problem, all of them variations on a dramatic acceleration in product development and experimentation […]. […]
The root of the problem though […] lies in those two new features I just discussed [shared block lists and removing the 140 character limit on direct messages]: it’s great that they exist, but they should have existed years ago. Twitter’s product is barely different from the product that existed in 2009 when Dick Costolo joined the company as COO, or since 2010 when he became CEO. […]
Twitter’s next CEO must have a profound understanding of what makes the service valuable and the product vision to take advantage.
He’s spot on. There’s certainly a level of simplicity that’s helped Twitter. But simplicity is not the same as forward progress. And, in the case of Twitter, simplicity also wasn’t the same as ease of use. Mix those together — product stagnation and product complexity – and you get Twitter’s current situation: an okay service, plateauing user growth, lots of potential, and no roadmap (that we can see) to get there.
Contrast Twitter’s stagnation with Facebook, a company that’s clearly invested in R&D, product experimentation, and product advancement. It’s an amazing contrast.