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Many companies have invested in “transformation,” all claiming to use OKR, of course. But instead of using these investments as a way to become more outcome-driven, most organizations focus on [meeting due dates rather than outcomes](https://members.outcomeedge.com/i/143301848/you-are-also-dealing-with-weak-muscles).
Often the goal is simply to do something like “move to the cloud by the end of the year.” It doesn’t matter if this project made a difference or not, only that it was completed on time.
Treat Your Company as a Product
Felipe Castro
**Product Strategy**
The product strategy describes how you plan to accomplish the product vision, while meeting the needs of the business as you go. The strategy starts with focus, then leverages insights, converts these insights into action, and finally manages the work through to completion. We dive into what all this means in chapter 16, “Product Strategy.”
Most businesses ask “how did the business do last week?” instead of “what did the customer experience last week?” If you ask the first question, you will have an implicit orientation towards internal, business-first metrics. Perhaps you might watch inventory turns, or track changes in free cash flow, or measure the performance of your warehouses. To be clear, these are all important metrics to track. But notice that if you ask “what did the customer experience last week?” you’ll measure slightly different things. And so it’s important to ask *both* questions, and to ask the ‘customer’ question *first* — it’s not for nothing that Amazon aims to be ‘Earth’s most customer-centric company.’
The Amazon Weekly Business Review
Commoncog
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