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How to frame tradeoffs effectively**1. Repetition doesn’t spoil the prayer**
If company leaders haven’t heard of or don’t care about your existing priorities, it’ll be inherently challenging to preserve them when an urgent request comes along. The more work that your team has done up front to bring leadership into the story of your priorities and strategy prior to this decision point, the less work your team will have to do when new requests come in.
This involves a lot of repetition of your priorities, your projects, and your strategy (in that order). As Eric Schmidt, the former Google CEO, used to say, **“repetition doesn’t spoil the prayer.”**
How to Communicate Tradeoffs So Leaders Will Listen
Tara Seshan
But value can be difficult to measure and to measure well from a customer or user perspective. Products and services are not inherently valuable. It’s what they do for the customer or user that has the value—solving a problem, for example, or fulfilling a desire or need. Doing this repeatedly and reliably is what guides a company to success.
Escaping the Build Trap
Melissa Perri
At Pearson, the life cycle has six phases instead of three, but the fundamental concepts are similar. Early-stage ideas are funded with small investments and are expected to return learning rather than financial results. In other words, teams are asked to validate their business ideas and not to return a profit. Once an idea has been validated, the product council will invest additional funds and will expect more-traditional returns.
Sense and Respond
Jeff Gothelf, Josh Seiden
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