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Delivering an MVP does not mean that the product is bad, simple, incompetent. Do not confuse unfinished with bad, simple with simplistic, incomplete with incompetent. The MVP should be feasible (to be created), easily usable, generate a lot of value and be awesome—“wow!”
Lean Inception
Paulo Caroli
Blake Samic, head of Product Operations at OpenAI and previously at Uber and Stripe, describes product operations as “building the connective tissue between the teams building your technology and the teams who interact with your users.”
Product Operations
Melissa Perri and Denise Tilles
**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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