Gaps in strategy make it harder for teams to execute. In many cases, these execution issues are the symptom of gaps in strategic thinking. This problem not only affects prioritization but also manifests in other hard to diagnose ways: muddied UX, miscommunication within teams, lack of coordination across teams, diminishing returns, product-market fit saturation, and negative impact on team morale.
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It is impossible to make rigorous prioritization decisions when the guidance on how to do so is missing, unclear or disconnected from what you are trying to do. Too often, the terms "vision," "mission," "strategy," "goals," and "roadmap" get conflated into a jumbled mess - leaving product leaders without the context they need to focus their work on the difficult task of moving the company forward.ĭifficulty prioritizing is often a strategy issue, not an execution issue. The word "product strategy" has been stretched to a point where it is almost devoid of meaning. Today, companies win or lose based on the quality of their products-and this puts enormous pressure on product teams to not just deliver products, but deliver products that drive the company's strategy.īut product strategy is often misunderstood. In the past, companies gained a strategic advantage by excelling in supply chains, logistics, manufacturing, and other operational capabilities.
As software has eaten the world, product has become the most important lever for a company's success.
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