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The product operating model is sometimes referred to as product-led company or product-centric company. We don't like those terms because they often have the unfortunate side effect of implying that the product organization is taking over. Similarly, while the product operating model is an example of a customer-driven company, that term has been misused to the point that it has lost its utility.
The consequences of indecisive strategy
Instead of treating product strategy as a monolith that you have to make more decisive all at once, consider it a cohesive machine with different dials to turn. In essence, you have to make choices across a few core questions that the strategy needs to answer:
Why do you want to act now, and what long-term ambitions drive your actions?
For whom do you want to solve problems, and what are these problems? Who else tries to solve that problem?
How do you plan to reach your audience? What makes them choose you over an alternative?
The answer to each of these questions represents a choice. And the specificity of each choice influences how decisive, and therefore practical, your product strategy will be.
Great Strategy Gives You Permission to Say "No"
Ravi Mehta
**Frame a leapfrog question**
Once you’ve identified a strategic problem that is clear, impactful, and based on your customers' behaviors, your next step in the strategic process is [framing a question to guide your thinking](https://www.ideou.com/blogs/inspiration/why-leadership-is-not-about-having-all-the-answers?_pos=4&_sid=ef4547913&_ss=r). A common mistake Roger sees people make in this step is [framing a catch-up question](https://rogermartin.medium.com/the-tragic-futility-of-investing-to-catch-up-aaf4b5c90e0f)[.](https://rogermartin.medium.com/the-tragic-futility-of-investing-to-catch-up-aaf4b5c90e0f)
You want to pursue a strategy that’s worth pursuing. Catch-up measures, like investing $300 million to get your distribution system “up to par,” are often less effective than expected, while leapfrog measures lead to greater returns than planned. Instead of asking how you might catch up with a competitor, ask how you can win in the marketplace.
Strategic Planning: How to Get Started
IDEO U
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