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When a product trio is tasked with an outcome, they have a choice. They can choose to engage with customers, do the work required to truly understand their customers’ context, and focus on creating value for their customers. Or they can take shortcuts—they can focus on creating business value at the cost of customers. The organizational context in which the product trio works will have a big impact on which choice the product trio will make.
Continuous Discovery Habits
Teresa Torres
What Strategic Thinking Actually Looks Like
Strategic thinking means turning from the strategic process to the actual core questions:
**Instead of:** "What features should we build?"
**Ask:** "Which customer problems, if solved, would most directly contribute to our company's current priorities?"
**Instead of:** "Leadership hasn't told us who to focus on."
**Ask:** "Based on what we know about business goals, which segments would we focus on if we had to choose today?"
**Instead of:** "Which of [Helmer's 7 Powers](https://click.convertkit-mail2.com/8kuokvewzehoh29wkx5akhk6g2g99s3hxqgw2/owhkhwuwgz7do5tq/aHR0cHM6Ly83cG93ZXJzLmNvbS8=) is the right one to focus on?"
**Ask:** "How can we convince audiences to choose us over alternatives?"
Notice the pattern? Strategic thinking means making explicit choices within your context, even when that context is imperfect.
Why Strategic THINKING Matters More Than THE Strategy
Tim Herbig
At lower levels, people’s objectives and key results might encompass close to a hundred percent of their work output. But managers had additional day-to-day responsibilities. If my objective is to grow a beautiful rose bush, I know without asking that you also want me to keep the lawn green. I doubt I ever had a key result that said, “Walk around to stay on top of employees’ morale.” We wrote down the things that needed special emphasis.
Measure What Matters
John Doerr
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