The original Google Maps redesign simplified five search boxes into one. Years later, the app is again cluttered. This illustrates a natural product lifecycle: feature expansion leads to clutter, which necessitates a periodic, principles-based simplification to refocus on core user needs.

To manage an infinite stream of feature requests for their horizontal product, Missive's founders relied on a simple filter: "Would I use that myself?" This strict dogfooding approach allowed the bootstrapped team to stay focused, avoid feature bloat, and build a product they genuinely loved using.

The old product leadership model was a "rat race" of adding features and specs. The new model prioritizes deep user understanding and data to solve the core problem, even if it results in fewer features on the box.

Instagram's removal of the 'follow hashtag' and 'recents' tab, plus a drastic 80-90% reduction in the allowable number of hashtags, signals a clear strategic move away from them as a primary discovery mechanism.

Figma learned that removing issues preventing users from adopting the product was as important as adding new features. They systematically tackled these blockers—often table stakes features—and saw a direct, measurable improvement in retention and activation after fixing each one.

Many founders become too attached to what they've built. The ability to unemotionally kill products that aren't working—even core parts of the business—is a superpower. This prevents wasting resources and allows for the rapid pivots necessary to find true product-market fit.

Avoid the 'settings screen' trap where endless customization options cater to a vocal minority but create complexity for everyone. Instead, focus on personalization: using behavioral data to intelligently surface the right features to the right users, improving their experience without adding cognitive load for the majority.

Counteract the natural tendency to add complexity by deliberately practicing 'relentless subtraction.' Make it a weekly habit to remove one non-essential item—a feature, a recurring meeting, or an old assumption. This maintains focus and prevents organizational bloat.

Mature software products often accumulate unnecessary features that increase complexity. The Bending Spoons playbook involves ruthless simplification: eliminating tangential projects and refocusing R&D exclusively on what power users "painfully needed." This leads to a better, more resilient product with a lower cost base.