Join 📚 Felicity's Weekly Book Highlights
A batch of the best highlights from what Felicity's read, .
• **Feature Work -** Creating and capturing value by extending a product's functionality and market into incremental and adjacent areas.
• **Growth Work -** Creating and capturing value by accelerating adoption and usage by the existing market.
• **Scaling Work -** Focusing on bottlenecks to ensure the team can continue to move forward and take on new levels of feature, growth, and product-market fit expansion work.
• **Product-Market Fit Expansion -** Increasing the ceiling on product-market fit in a non-incremental way by expanding into an adjacent market, adjacent product, or both.
> *"One of the most common conflicts I've seen is when product leaders try to apply a single development process, measure of success, and strategy to all product work. For instance, while some of the steps can be similar, growth and feature work are fundamentally different and a lot of energy is wasted trying to make them all fit into the same process, success metric, and approach."* **-** **Fareed Mosavat**, **former Director of Product at Slack**
Product Work Beyond Product-Market Fit
Fareed Mosavat & Casey Winters
***Where we think Product Strategy Starts and Ends***
Product strategy is positioned between business strategy and execution. Inputs to product strategy include; the organisation's mission, vision, and strategy, along with product insights, market insights, and customer insights.
Outputs from product strategy typically consist of defined objectives and outcomes, success measures, hypotheses, and actionable framing for teams. Downstream from product strategy, one finds roadmaps, requirements documents, and feature specifications. While detailed artefacts may not always accompany product strategy, clear direction is essential for effective implementation.
***Defining Product Strategy:***
Product Strategy as a Living Conversation
Product Breaks
Delivering an MVP does not mean that the product is bad, simple, incompetent. Do not confuse unfinished with bad, simple with simplistic, incomplete with incompetent. The MVP should be feasible (to be created), easily usable, generate a lot of value and be awesome—“wow!”
Lean Inception
Paulo Caroli
...catch up on these, and many more highlights
Readwise