Coming up with a product strategy should be messy.

It's not some clean fill in the box activity.

Instead it's often big messy Miro boards, multiple white boarding sessions, synthesising loads of data, and documents plastered with comments.

And a lot of back-and-forth.

It's important to not mistake a neat Product Strategy document at the end as the thing.

Your OKRs don’t live in a vacuum.

Yet this is exactly how I see many organizations treat their OKRs.

They jump on the bandwagon and create OKRs void of any context.

Here’s what I see all the time…

From my experience, there are two common reasons why I see product backlogs become long and unmanageable.

​A lack of strategy​ and, therefore, backlogs become a dumping ground for any and every idea.

Working big, breaking down big solutions, rather than breaking down the outcome (refer to ​my last post​)

Quick one from me this week. Instead of a typical post I thought I’d share some of the stuff I’ve been busy with like last week’s Webinar

Expansion can really come from only 1 of 4 places: 1)Growing your existing product in your current market. 2) Expanding your current product into new markets. 3) Creating new products for your current market, and 4) Creating new products for a new market

KPIs = measures of health. OKRs = things we want to change.

When I've helped organisations become more outcome/product orientated, more often than not, I've moved them away from 'epics' and 'user stories' and towards things like one-pagers, opportunities, hypotheses, etc. Why? Because they’re are better tools for facilitating outcome thinking and experimentation.

Did you know that the top-performing CEOs in Fortune 500 companies spend significantly more time thinking strategically and long-term?

If unbalanced, you often see a high-level strategy but nothing connecting it to the day-to-day work.

You have a Strategy and a Roadmap. They’re two different things. Often I hear that roadmaps are part of your strategy layer. I’ve for many years struggled with this notion. Rather to me, they are a translation layer that sits between your strategy and your day to…