<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Decisions on The Signal — Blog by François Fournier</title><link>https://blog.francoisfournier.eu/tags/decisions/</link><description>Recent content in Decisions on The Signal — Blog by François Fournier</description><generator>Hugo</generator><language>en</language><lastBuildDate>Sun, 16 Aug 2026 09:00:00 +0200</lastBuildDate><atom:link href="https://blog.francoisfournier.eu/tags/decisions/index.xml" rel="self" type="application/rss+xml"/><item><title>The economics of no</title><link>https://blog.francoisfournier.eu/articles/the-economics-of-no/</link><pubDate>Sun, 16 Aug 2026 09:00:00 +0200</pubDate><guid>https://blog.francoisfournier.eu/articles/the-economics-of-no/</guid><description>&lt;p>Nobody ever asked for them again.&lt;/p>
&lt;p>The five features I pulled from the roadmap in Q3. Five features everyone wanted. That the VP had promised. That sales had negotiated into three deals.&lt;/p>
&lt;p>Six months later: not one complaint. As if they had never existed.&lt;/p>
&lt;p>(Before you explain why your case is different — it probably isn&amp;rsquo;t. Read on anyway.)&lt;/p>
&lt;hr>
&lt;h2 id="the-problem-nobody-names">The problem nobody names&lt;/h2>
&lt;p>Marty Cagan puts it better than I can: most product teams are feature teams that believe they are empowered. They have a Jira board, OKRs, a standup. But somebody else decided the list. The team executes. And when it fails, nobody quite knows whose fault it was.&lt;/p></description></item></channel></rss>