Teams don't need a perfect, end-to-end process to create more inclusive products. Research from Google's Product Inclusion Team shows significant progress is achievable by intentionally applying an inclusive lens during at least two of these four key stages: ideation, user research, user testing, or marketing.

A product designed for one demographic (e.g., protein sprinkles for kids) may find unexpected traction with entirely different groups (e.g., bodybuilders, GLP-1 users). Actively identifying and marketing to these surprise communities can unlock significant, unforeseen avenues for growth and brand adoption.

Instead of chasing a new audience, a kids' brand was advised to add features for the parents who are already customers. This "Pixar" model—having content for adults—leverages the existing customer base for word-of-mouth growth into the new segment.

The founder found that potential customers were "almost angry" because his product didn't fit their specific equipment. He responded by redesigning the product with a universal mounting feature, which not only solved a major pain point but also significantly expanded his total addressable market.

At the end of customer conversations, asking this simple, open-ended question can reveal larger, more urgent problems than the one you initially intended to solve. For MobileIron, it led to focusing on the iPhone; for BlueRock, it pointed them toward AI security, proving its power in finding true market needs.

Major product breakthroughs often come from solving a problem for a niche group with extreme needs. The solution developed for this 'extreme user' can then be adapted and applied to a much broader general population, creating a significant market opportunity.

When prioritizing features, don't just ask what percentage of your current customers will use it. Sometimes, it's strategic to build features that very few existing users need, specifically because those features will attract a new, more desirable customer segment. This is a risk, but it's a calculated bet on moving your business upmarket or into a new vertical.

Despite its heritage in diapers and wipes, The Honest Company discovered over half its customer base has no children. This surprising data is driving a strategic shift to broaden the brand's identity and product focus, highlighting the need for companies to continuously challenge core assumptions about their target audience.

Instead of getting lost in infinite possibilities of what to create, start by defining your target audience. Absolute clarity on 'who' makes every subsequent decision—from pricing and product features to your marketing platform—radically simpler and more effective.