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A corollary of this is that everything you build and deploy needs to be instrumented such that you know how your products actually are being used. Without this data, you are flying blind.
Don’t Jump Straight to Your Conclusions When preparing for a meeting with stakeholders, we tend to focus on our conclusions—our roadmap, our release plan, our prioritized backlog. More often than not, this is exactly what our stakeholders are asking us to share. Even in companies that espouse a focus on outcomes, we still tend to spend most of our time talking about outputs. The challenge with this approach is that our stakeholders often have their own conclusions. It’s easy to have an opinion about outputs. We all have our own preferences about how a product or service should work. When we anchor the conversation in the solution space, we encourage our stakeholders to share their own preferences. However, these preferences aren’t always grounded in good discovery. After all, it’s our job to do discovery, not our stakeholders’.
Continuous Discovery Habits
Teresa Torres
Rather, the term “strategy” should mean a cohesive response to an important challenge. Unlike a stand-alone decision or a goal, a strategy is a coherent set of analyses, concepts, policies, arguments, and actions that respond to a high-stakes challenge.
Good Strategy/Bad Strategy
Richard Rumelt
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