Look over the fence to see how you might make your product more successful.

This idea has many applications in business, but in this article I want to focus on how a product I helped develop at Black & Decker evolved from a niche-use tool into a long-term, go-to solution.

The product was the DeWALT DW902 7.2-volt Two-Position Screwdriver. Building on the Black & Decker two-position VersaPak screwdriver—originally designed for small home projects—we identified an opportunity to create a professional-grade tool that could work effectively in tight spaces. The target users were cabinet installers and other craftsmen doing similar precision work.

This category was often described as Heavy Duty / Light Application—not intended to build houses, but to finish them.

The tool’s key features included its two modes of use (inline and pistol), a compact size compared to the bulky 18V drills common in the early 2000s, a surprising amount of power for its size, interchangeable batteries, and adjustable clutch settings.

While this remains one of my all-time favorite projects, it also ended up being one of my last at Black & Decker due to the combined impacts of 9/11 and the dot-com bust, which led to downsizing. What I share from this point forward isn’t insider knowledge—it’s personal observation from outside the organization.

As I moved on to other companies and toured their manufacturing facilities, I began noticing something familiar on the assembly lines: the DeWALT Two-Position Screwdriver.

It turned out the tool offered several advantages for assemblers and production managers. It replaced hand tools, reducing fatigue and increasing assembly speed. Its lightweight 7.2-volt battery pack made it easy to handle, while the interchangeable battery system allowed it to run continuously across shifts. The adjustable clutch could be dialed in for precise torque control. It was also quieter than air-powered tools and didn’t require expensive infrastructure. Just as importantly, it was portable—easily moved between workstations or brought directly to the product in large production line setups.

By my estimate, the DeWALT Two-Position Screwdriver remained in production for roughly 11 years—about double the typical lifecycle of a DeWALT tool. That longevity meant no new engineering costs, no new production tooling, and a fully established market. A significant savings for the company.

Eventually, advances in lithium-ion batteries and the rise of compact, lightweight impact drivers ushered in a new generation of tools that replaced the Two-Position Screwdriver.

But the lesson remains: its success came from expanding the market from construction into manufacturing.

So the question is—what adjacent markets might your product be able to grow into?