The Sound of Silence: When a Lack of Customer Feedback Derails Your Strategy

Editor’s Note: You’re facing unprecedented business challenges. You need more than theories—you need a blueprint. Welcome to a Leader’s Blueprint, your weekly guide to proven strategies that get results. 

Sound Familiar?

You’ve just launched. The team invested months of effort, the budget was approved, and the strategic decks were flawless. But now, instead of the sound of soaring adoption and positive buzz, you’re met with… silence. Engagement metrics are flat, the innovative features you debated for weeks are being ignored, and the market seems completely indifferent. You’re left wondering, “Did we just spend a year building something nobody wants?

If this scenario feels familiar, you’re not alone. This is the painful result of a disconnect—a gap between your organization and the customers you exist to serve.

The Hidden Cost of Guessing

Operating without a direct line to your customer isn’t just inefficient; it’s a significant business risk. The costs ripple across the entire organization:

  • Wasted Capital: Every dollar spent on unwanted features is a dollar not spent on true innovation.
  • Demoralized Teams: Nothing crushes motivation faster than pouring your energy into work that fails to make an impact.
  • Lost Market Share: While you’re guessing, you can be sure your competitors are listening, adapting, and winning over your customers.

From Silence to Insight: A Glimpse of the Solution

Turning this around requires more than an annual survey. It requires building a systematic listening engine. In SAFe®, we call this the Harnessing Customer Feedback competency.

This isn’t just about collecting data; it’s about creating a holistic view of your customer’s reality. It means blending quantitative data (like usage metrics and satisfaction scores) with powerful qualitative insights. One of the most effective methods is Gemba, which involves going to the customer’s environment to observe them using your product. By seeing their struggles and successes firsthand, you replace assumptions with undeniable facts.

Your First Step

You don’t need a new tool or a big budget to start. Here is one simple action you can take this week:

Empower your team or a team you lead to dedicate an hour this week to observe a real customer using your product. This isn’t a demo or a sales call, but a quiet observation to uncover genuine insights. Afterward, share with each other the single most surprising discovery they made.

Unlock Your Full Potential

That single observation is just the beginning. To truly thrive and lead, a systematic approach is not merely essential for survival—it’s the catalyst for unprecedented growth. The Harnessing Customer Feedback competency provides a complete blueprint for designing robust feedback loops, extracting profound insights from data, and transforming customer understanding into winning product decisions that redefine your market.



Upcoming Blogs in this Series

  • Measuring Product Performance
  • Creating Responsive Roadmaps
  • Accelerating Product Flow


1 Deloitte Digital – https://www.deloittedigital.com/mt/en/insights/perspective/Personalising-The-Customer-Experience.html

VoC: The Power of Customer Feedback in Prioritizing Work – Agility Planning

Welcome to the third post in our value stream identification in practice blog series. You can read the first post here about preparing for a successful workshop. And the second post here with helpful tips for identifying value streams. 

Power of Customer Feedback

The Scaled Agile Voice of the Customer (VoC) is a community of our most inspiring customers. All of whom are driving measurable change at their organizations. 

This group of individuals comes together—virtually and twice a year—to share, connect with each other, and give us feedback to help us prioritize our most important work. Pretty simple, right? But very powerful in practice.

That power resides in how the VoC has been designed to promote continuous exploration and customer centricity. Each time we meet, we do exercises that encourage our community to look both backward (this is what we built based on your previous feedback) and forward (defining what our epic priorities should be). For example, at our last VoC event, Dean Leffingwell spent some time reviewing what we had worked on over the past six months.

We also went through an exercise called “Prune the Product Tree,” which is designed to reveal the features most important to our customers. Participants place apples, which represent features, onto a tree. Items nearest the trunk are a higher priority than those placed farther up the tree. 

From our customers, we heard quite clearly that organizing around value was the top-rated epic. The overwhelming agreement within the community around this feature kicked off a renewed internal focus on Principle #10: organizing around value. Although we now had our purpose, we weren’t sure how to get started, nor what part of organizing or mapping value was the biggest challenge. So before jumping in and creating new tools and materials, we went back to our community to gain more clarity about the needs.

a chart depicting an exercise known as "Prune the Product Tree"

We asked some of our participants to spend 30 minutes with us in an empathy interview. We wrote a script of eight, open-ended questions designed to help us understand how organizing around value applies to their context. The questions were intended to uncover the obstacles they faced in organizing around value. Some of the biggest challenges were related to preparing for the workshop and getting executive buy-in to attend. One aha moment was when we learned how many organizations stand up ARTs without relying on the Value Stream Identification Workshop. So, our new guidance would actually need to reflect that reality. 

Now that we had a sense of next steps, we knew it was important to bring our customers along for the journey to keep us moving in the right direction. We created a study group representing a smaller subset of our VoC community. As the name implies, this group’s purpose is to gather and apply a critical eye to new intellectual property and how it serves the challenges they identify. 

This VoC study group has been critical in helping us understand the complexities large organizations face as they organize around value. But we’re not finished yet! With this group’s help, we’re developing new pre-workshop guidance. Our goal is to create new tools that will better serve our internal champions by:

  • Generating buy-in: getting executive level and internal support for holding the workshop. The 10 Tips for Value Stream Identification blog post is a good place to start. 
  • Preparing for the workshop: tasks that should be completed to ensure a more successful workshop. Read more in the Three Steps to Prepare for a Successful Value Stream Workshop blog post.
  • Facilitating the workshop: guidance for creating an interactive and action-oriented event.
  • Taking action: tips for implementing workshop results. 

In fact, we’re testing it out this quarter with the study group. And, as always, keeping the customer at the center as we design, test, and iterate. 

Want to see the impact of the group’s feedback on early guidance? Some of the updates include:

  • Value Stream and ART Identification Workshop toolkit. Or, navigate to the “Implement” tab on the SAFe Community Platform, selecting “SAFe Toolkits & Templates,” then selecting “SAFe Value Stream and ART Identification Workshop Toolkit 5.1.” 
  • What’s new in SAFe 5? How about Operational Value Streams as first-class citizens?

About Jennifer Roberts

Jennifer Roberts leads the Voice of the Customer community

Jennifer Roberts leads the Voice of the Customer community within the Marketing Enterprise Solutions team. Prior to joining Scaled Agile, she worked at Cisco where she led the global social selling and demand generation team. She lives in Boulder, Colorado and does not believe chili has beans.

View all posts by Jennifer Roberts

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