Nobody Wakes Up Excited About Their Payment Processor
Stripe processes over $1 trillion in payments annually. Nobody tweets about how delightful the experience is. Nobody writes love letters to their AWS bill. Plaid connects 12,000 financial institutions, and most consumers have never heard of it.
These are some of the most successful products of the last decade. They are also, by any consumer-facing standard, deeply boring.
That is not a contradiction. It is the point.
The Delight Trap
Product teams have internalized a dangerous idea: that great products must spark joy. Conferences celebrate "magical moments." Design teams obsess over microinteractions. PMs pitch features by describing how they will "surprise and delight."
Meanwhile, the features users actually value most are the ones they never think about. The login that just works. The data sync that happens silently. The checkout flow with no surprises.
When Stripe launched in 2011, the pitch was seven lines of code to accept payments. Not a beautiful dashboard. Not gamified analytics. Seven lines of code. The time to value was measured in minutes, not onboarding sessions.
What "Boring" Actually Means
Boring products share three characteristics:
1. They remove decisions instead of adding them.
Every choice you put in front of a user is friction. Boring products make opinionated defaults. AWS S3 does not ask you how you want to store your files. It stores them. Reliably. At scale. The interface is ugly and the documentation is dense, but the product just works, and that is what matters.
2. They optimize for the repeat use case, not the first impression.
A product you use 500 times needs to be efficient on visit 501. First-run experiences matter, but teams over-index on them. Slack's onboarding is fine. Slack's value is that message search actually works when you need it at 4 PM on a Friday.
3. They are differentiated by reliability, not features.
Plaid does not win by having the most features. It wins by having the most bank connections that actually work. When your product is infrastructure for someone else's product, reliability is the feature.
The Counter-Argument, and Why It Is Mostly Wrong
"But what about Apple? What about Tesla? What about [insert consumer brand]?"
Fair. Some products genuinely benefit from emotional design and theatrical launches. But here is the thing: most of us are not building consumer hardware or luxury vehicles. Most PMs are building B2B SaaS, internal tools, developer platforms, or operational software.
For these products, excitement is at best irrelevant and at worst a distraction from the work that actually matters: reducing time-to-resolution, increasing task completion rates, and eliminating failure modes.
The iPhone is exciting. iCloud syncing is boring. Guess which one you would notice if it stopped working.
A Framework for Boring Product Decisions
When evaluating a feature or initiative, ask these questions:
Does this reduce the number of steps to complete the core task?
If yes, prioritize it. Stripe's entire product evolution — Stripe Connect, Stripe Billing, Stripe Atlas — follows this pattern. Each product removes steps from a process that businesses used to do manually.
Does this eliminate a failure mode?
Products fail in predictable ways: timeouts, edge cases, unclear error states. Boring product teams track every failure mode and systematically eliminate them. Exciting product teams ship new features and hope the old ones hold up.
Will users notice this, or will they notice its absence?
The best infrastructure products are invisible when working and catastrophic when broken. If your product does its job, users should forget it exists. That is the goal.
Does this increase predictability?
Users do not want surprises from their tools. They want to know that when they click a button, the same thing happens every time. Predictability builds trust. Trust builds retention.
How Boring Products Win on Metrics
The metrics that matter for boring products are not vanity metrics like time-on-site or social shares. They are:
Real Examples of Boring Winning
Twilio built a $60B company on an API that sends text messages. The product is a function call. The value is that the function call works at scale, across carriers, in 180 countries.
Cloudflare protects 20% of the internet. Most users experience Cloudflare as a page that says "Checking your browser." Not exciting. Absolutely essential.
Zapier connects apps. The entire product is "when this happens, do that." No AI magic. No delightful animations. Just reliable automation that runs in the background while you do actual work.
Linear is a project tracker — a category so crowded it seems impossible to differentiate. Linear won by being fast. Not "fast with caveats." Just fast. Every interaction is under 50ms. That is not exciting. It is the reason teams switch from Jira.
When to Invest in Excitement
Boring is not a universal prescription. Invest in excitement when:
But even in these cases, the excitement should be layered on top of a boring foundation. The fun parts of Duolingo work because the core language-learning loop is solid. The gamification is decoration on a well-engineered spaced-repetition system.
How to Pitch "Boring" to Your Team
"We should make the product more boring" does not land well in sprint planning. Here is how to frame it:
How to Make Your Product More Boring (Practically)
If you are convinced and want to apply this to your own product, here is a concrete audit:
The friction audit
Open your product. Complete the three most common tasks your users perform. For each task, count:
Now set a target: reduce each number by 30%. Not by adding features. By removing steps, merging screens, pre-selecting defaults, and eliminating unnecessary decisions.
Stripe reduced their onboarding from 14 steps to 7 between 2015 and 2018. Each reduction correlated with a measurable increase in activation rate.
The reliability audit
Pull your error logs for the last 30 days. List every unique error a user encountered. Sort by frequency. The top 10 errors are your boring product roadmap for the next quarter.
This is not exciting work. Nobody will write a blog post about how you fixed a timeout error on the export endpoint. But your users will notice — they will notice by not noticing, which is the entire point.
The predictability audit
Ask your support team: "What are the top 10 questions users ask?" Each question represents a gap between what the user expected and what the product did. Close those gaps — with better defaults, clearer labels, or more obvious feedback — and the product becomes more predictable.
The Boring Product Manifesto
The next time someone on your team proposes a feature because it would be "cool" or "delightful," ask a simple question: what problem does this solve for the user who has been using our product every day for two years?
If the answer is "none," you know what to do. Make the product more boring.