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I am describing a strategy as a design rather than as a plan or as a choice because I want to emphasize the issue of mutual adjustment. In design problems, where various elements must be arranged, adjusted, and coordinated, there can be sharply peaked gains to getting combinations right and sharp costs to getting them wrong. A good strategy coordinates policies across activities to focus the competitive punch.
Good Strategy/Bad Strategy
Richard Rumelt
But value can be difficult to measure and to measure well from a customer or user perspective. Products and services are not inherently valuable. It’s what they do for the customer or user that has the value—solving a problem, for example, or fulfilling a desire or need. Doing this repeatedly and reliably is what guides a company to success.
Escaping the Build Trap
Melissa Perri
In my experience there are a few parts to the change. First we need to shift the definition of team success from pushing code to production (output) to achieving the team goals (outcomes). The constant drum beat of launching steps, and seeking user/business evidence helps drive the point home. Second, we want team members to have plenty of context: users and their needs, business rationale, competitive situation, and more. The context helps team members understand what makes sense and what doesn’t, and eliminates the need to spoon-feed them with bite-sized, detailed requirements.
Evidence-Guided
Itamar Gilad
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