When Should an Interview Change the Product Plan?

A customer interview can reveal a real frustration—but an interested answer is not always evidence that someone will change what they do.

When should a team let interview insight change its product direction? What would you want to see next: the same problem recurring across different people, someone trying a rough solution, or evidence that the current workaround has a meaningful cost?

I’m curious where you draw the line between a promising explanation and a decision worth acting on—and what evidence would make you revise it.