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This section of the book explores a number of fundamental sources of power used in good strategies: leverage, proximate objectives, chain-link systems, design, focus, growth, advantage, dynamics, inertia, and entropy. Obviously, this set is not exhaustive.
Good Strategy/Bad Strategy
Richard Rumelt
Product Discovery
While time to market is still important for an empowered product team held accountable to results, what is most important is **time to money**—in other words, the time to achieve the necessary outcome. ... With time to money as the goal of the product team, **the incentive moves to being able to quickly determine if a particular product idea or approach will work**. This is referred to as product discovery.
Strategies focus resources, energy, and attention on some objectives rather than others. Unless collective ruin is imminent, a change in strategy will make some people worse off. Hence, there will be powerful forces opposed to almost any change in strategy.
Good Strategy/Bad Strategy
Richard Rumelt
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