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Every item on the roadmap should also be tied back to the rationale of why we are doing it and how it will further the business.
Product Operations
Melissa Perri and Denise Tilles
> **Step 1 — Define a strategic Narrative**
> [](https://substack.com/redirect/482e2367-1599-453c-9f19-143bd9300664?j=eyJ1IjoiMm5udmwzIn0.437zjHHVMdVbzo_zKQIPOUwdpykWlG5CluMeGyzO674)
> The biggest benefit of NCTs is that they provide more connective tissue between your strategy and the goals necessary to achieve that strategy.
> Defining the Narrative is often the hardest part — because it forces teams to justify their work. But, this step is also the most important part. If it’s not clear what your strategy is, it doesn’t matter what your goals are.
> If it’s not clear what your strategy is, it doesn’t matter what your goals are.
> The Narrative is a 1-3 sentence qualitative description of what the team wants to achieve and why it matters to the business. The Narrative’s purpose is to tie the team’s immediate work to the company’s long-term strategy. A well-structured narrative will provide the strategic context and guardrails that allow individuals to make better decisions. You can do this by including the following:
> • Detail on why the initiative is a priority
> • Recent learnings relevant to the initiative
> • Past efforts or problems with similar initiatives
> • How the initiative fits into the broader product vision
How to Set and Achieve Ambitious Goals
Ravi Mehta
For the most part, metrics are reviewed daily by their owners and weekly in the WBR, so that expected fluctuations become familiar and exceptions stand out.
Working Backwards
Colin Bryar and Bill Carr
...catch up on these, and many more highlights
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