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McCracken’s “grow by 50 percent” is classic bad strategy. It is the kind of nonsense that passes for strategy in too many companies. First, he was setting a goal, not designing a way to deal with his company’s challenge. Second, growth is the outcome of a successful strategy, and attempts to engineer growth are exercises in magical thinking. In this case, the growth SGI engineered was accomplished by rolling up a number of other firms whose workstation strategies had also run out of steam.
Good Strategy/Bad Strategy
Richard Rumelt
Product-Market Fit Expansion
A product will hit initial product-market fit. Then, through feature work, growth work, and scaling work, the team works hard to fulfill and incrementally expand the potential of the initial product-market fit. But at some point growth of the product slows down as it hits some type of saturation.
To continue to fuel growth of the organization, product-market fit needs to be expanded in a non-incremental way. Product-market fit expansion is not about iteration – it's about creating more value by significantly expanding into adjacent products or markets by taking larger bets.
Product Work Beyond Product-Market Fit
Fareed Mosavat & Casey Winters
The purpose of customer interviewing is not to ask your customers what you should build. Instead, the purpose of an interview is to discover and explore opportunities. Remember, opportunities are customer needs, pain points, and desires. They are opportunities to intervene in your customers’ lives in a positive way.
Continuous Discovery Habits
Teresa Torres
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