Embrace Behavior, Don't Create It
Lessons from Instagram, Foursquare, and the Power of Familiarity
Imagine it’s 2010. You’re at a bar, phone in hand, proudly checking in on Foursquare. There’s a thrill to it—a sense of being part of something fresh, of blending the online and physical worlds. You earn points, collect badges, maybe even claim “Mayor” status at your favorite coffee shop. For a while, this ritual feels like the future. But as the novelty fades, a question emerges: How much do you really care about broadcasting your location?
This question was pivotal for Foursquare. The company had carved out a niche but soon faced the challenge of converting novelty into habit. Checking in wasn’t instinctive; it required conscious effort, a small disruption in the flow of life. As the excitement wore off, checking in began to feel like work. Foursquare eventually shifted to focus on location intelligence, but it struggled because its core behavior wasn’t something users already did naturally. Foursquare tried to teach a new habit—and teaching people to act differently, as it learned, is an uphill battle.
Now, picture Instagram, which launched a year later with a completely different approach. Remember when you first used Instagram? There was no “learning curve” because it fit naturally into something you were already doing: taking photos. You didn’t need convincing. Instagram’s filters elevated your photos, and its social feed encouraged sharing and scrolling—behaviors that felt intuitive. The app invited you into a familiar rhythm rather than asking you to adopt a new one. Instagram didn’t create behavior; it embraced what people already loved and amplified it.
The Power of Embracing Existing Behavior
There’s a kind of magic in a product that aligns with what people already do. Spotify is another example. People have always shared music, from mixtapes to collaborative playlists. Spotify didn’t need to create a new behavior; it simply made sharing and discovering music easier, enhancing something people already loved. With social features around shared playlists, Spotify made the music experience feel personal and communal, rather than inventing a new way to interact with music.
This same principle applies to Twitter. Many initially scratched their heads at the 140-character constraint of posting text snippets. But those digitally native kids had been posting AIM away messages for years—a quick status update on what they were up to. Twitter expanded on this simple behavior, making it easier to connect instantly. In some ways, Twitter drew on an impulse that existed long before the Internet—small signals and notes to show others your status.
These companies understood that success often lies not in changing users but in deeply understanding them. Products that succeed at scale don’t disrupt but amplify and enhance familiar behaviors. They feel like they were always meant to be there, seamlessly integrating into life and fulfilling desires users didn’t fully know they had.
Why This Matters
As a reader, maybe you recognize these examples in your own life. Think of the frustration you’ve felt with apps that seemed to demand too much or didn’t quite “click.” Contrast that with the joy of discovering a product that instantly fit into your life, that felt like a tool you’d been waiting for all along. There’s a deep satisfaction in this feeling—it’s almost a relief. A great product doesn’t ask too much; it feels like an extension of who you already are.
As a founder, investor, or even a curious observer, the lesson is clear: Pay attention to behaviors that are already in motion. Embracing existing behavior is easier than creating behavior. The most powerful products don’t reinvent the wheel; they grease the gears, making familiar actions smoother, richer, and more rewarding. Building a product that aligns with human nature isn’t about taking the easy road—it’s about understanding people on a fundamental level and enhancing what they already do, love, and need.
Instagram thrived because it understood this principle, while Foursquare, despite its initial excitement, struggled because it asked users to act differently. The “embrace vs. create” framework isn’t just a lesson in product design; it’s a lens through which to view any innovation. In the end, the real challenge is not changing people but empowering them to do more of what they already love.
So, the next time you’re developing or investing, ask yourself: Am I asking people to act differently, or am I empowering them to do something they already love? Often, the answer to that question will make all the difference.