Too many internal products move forward without clear evidence they should exist.

Teams respond to stakeholder requests, collect requirements, and start building - only to discover late that adoption is low, value is unclear, or the problem was never well understood.

This session focuses on how to assess product viability before and during delivery so effort is spent on the right things.

It outlines how product ownership creates clarity from competing inputs, how roles contribute to validating real needs, and how to move from ideas to evidence-based decisions.

Key areas covered include:

- Defining viability using adoption, process impact, and cost—not activity or output
- Structuring intake to handle multiple stakeholders without losing focus
- Validating assumptions early through prototypes, pilots, and technical exploration
- Establishing clear criteria to continue, pivot, or stop work
- Recognizing signals that an initiative is not viable and acting on them

The session is grounded in internal product scenarios, including examples where teams made the decision to stop work based on weak viability signals.

The focus is on practical guidance for making better decisions, reducing wasted effort, and ensuring internal products deliver real value.