“I think there's a tendency in product management to really stick to very strict rules and score everything. But I think there are limitations to how organized you can make your thinking. I use this framework not as a rule book but as something to get your brain going.”

Innovation frameworks are brain-starters, not scorecards — abandon the points system, keep the questions

Paloni warns against turning innovation frameworks into rigid scoring systems. She tried assigning points to each framework dimension — segment coverage, trigger addressed, retention drivers hit — and ranking features by score. It failed: innovation cannot be reduced to a maximization function. The framework's value is in asking the right questions (who is this for, what triggers them, does this provide relief) during ideation and competitor analysis, not in producing a ranked backlog that replaces human judgment about what truly matters.