📚 Felicity's Weekly Book Highlights

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

I realized there’s an underlying structure to discovery that we can use to guide our work. It starts with defining a clear outcome—one that sets the scope for discovery. From there, we must discover and map out the opportunity space—this is what gives structure to the ill-structured problem of reaching our desired outcome. It’s the all-important problem framing that opens up the solution space. And finally, we need to discover the solutions that will address those opportunities and thus drive our desired outcome. It sounds simple, but this structure helps us know what to do when. I encourage teams to visualize it using an opportunity solution tree (OST).

Continuous Discovery Habits

Teresa Torres

If you fail to identify and analyze the obstacles, you don’t have a strategy. Instead, you have either a stretch goal, a budget, or a list of things you wish would happen.

Good Strategy/Bad Strategy

Richard Rumelt

Product roadmaps can take many forms, and aren’t necessarily a single artifact or document. In fact, it’s really not about creating artifacts at all — it’s about creating a shared understanding of where you’re going and why.

Product Roadmaps Relaunched

C. Todd Lombardo, Bruce McCarthy, Evan Ryan, and Michael Connors

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

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