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Matsui recalled the advice product thought leader John Cutler shared with him when he first arrived at Amplitude: “The systems and processes that create the product are as much the product as the product itself.” Matsui interpreted that to mean, if a process to launch a new product is subpar or if there are leakages in collecting customer feedback, it becomes challenging to build and ship a compelling product that adds value to customers.
Product Operations
Melissa Perri and Denise Tilles
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
**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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