📚 Felicity's Weekly Book Highlights

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A batch of the best highlights from what Felicity's read, .

Four key Strategy takeaways 1. It’s a set of choices 2. You work backwards from a client-centric problem 3. It’s fundamentally creative 4. You seek to influence, but recognize you don’t control the Outcome Planning Planning, by contrast, is a fundamentally analytical and internal-centric approach to laying out a series of activities. Planning involves sequencing how you will bring certain internal organizational resources (people, time, software, knowledge, money) to bear in ways you hope will accomplish a seemingly-sensible set of “initiatives.” Outputs The result of these planning activities are known as “Outputs” — lines of software code written, interfaces designed, software upgrades implemented, platforms “lifted and shifted.” The important contrast with Strategy is to recognize *Planning is always within your control*. Perhaps this is what makes it preferred by many in business — there’s a great sense of comfort in focusing on only that which you can control. If you have a Product Manager title, yet spend all your time in meetings with stakeholders, planning activities, and creating Roadmaps and budgets, you’re really a Project Manager. Four key Planning takeaways: 1. It’s a sequence of activities 2. It’s Internal-centric 3. It’s fundamentally analytical 4. You are in full control the Outputs you create

Boost Your Product Management Skills Through Strategy, Planning, and OKRs

Michael Goitein

The 7Cs in my Framework stand for Collecting, Clues, Connecting, Causation, Correlation, Compensation and Concept. Consider the following as a pocket guide to how to take one, or several, small pieces of small data—a refrigerator magnet, a porcelain frog—and very possibly transform them into a winning concept.

Small Data

Martin Lindstrom

Without supporting structures, systems, and measures, strategy remains a wish list, a set of goals that may or may not ever be achieved. To truly win in the marketplace, a company needs a robust process for creating, reviewing, and communicating about strategy; it needs structures to support its core capabilities; and it needs specific measures to ensure that the strategy is working.

Playing to Win

A. G. Lafley, Roger Martin, A.G. Lafley, Roger L. Martin

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