One of the more interesting exercises a start-up (or scale-up) will do on occasion is to brainstorm how to “kill the company”. It’s a little bit like a SWOT analysis that a more established company would hire a consulting firm to do, but done in-house by the folks who understand the product and market context intimately based on their day-to-day role (e.g. PM or CSM).
Great article and prompts. Product strategy is a derivative of (and animates) the business model, which must balance flexibility with a firmly held opinion about the market. Same for the strategy - be sure of the destination, and be prepared for alternate routes to get there. 🛣️
Product leaders need to align hypotheses and milestones with decision points so the strategy can be adjusted, and the team re-focused, based on the reality. Adaptability is key. I often reflect on the expression that it's not as useful to predict the future as being really in touch with the here and now. Need to dig up that tweet...
Great article and prompts. Product strategy is a derivative of (and animates) the business model, which must balance flexibility with a firmly held opinion about the market. Same for the strategy - be sure of the destination, and be prepared for alternate routes to get there. 🛣️
Product leaders need to align hypotheses and milestones with decision points so the strategy can be adjusted, and the team re-focused, based on the reality. Adaptability is key. I often reflect on the expression that it's not as useful to predict the future as being really in touch with the here and now. Need to dig up that tweet...