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How do you organize this way? First you begin with the customer or user—whomever is consuming your product at the end of the day. What is the value that you are providing them? Then work backward. What are the touchpoints they have with your company on the way to receiving that value? Having identified these, how do you organize to optimize and streamline that journey for them? How do you optimize to provide more value, faster?
Escaping the Build Trap
Melissa Perri
There are four important pieces to the definition of business strategy. First is choices. Strategy specifies the choice to do some things and not others. And that choice obeys the rule that if the opposite is stupid on its face, it doesn’t count as a strategy choice. Second is integrated set. The choices must fit together and reinforce one another; they aren’t just a list. Third is positions. The choices explicitly specify a territory in which the organization will play — and will not. Fourth is to win. Strategy specifies a compelling theory for how the organization will be better than its competitors in the chosen territory.
Passages Saved From iOS
Roger Martin
The leads of the product teams came together to organize the wish list of initiatives. They grouped the initiatives in terms of which themes each project supported and then stack-ranked them in terms of the contribution they believed each initiative would have—that is, they associated each initiative with the outcome they thought the work would create and showed how those outcomes would support the strategic goals expressed by leadership. They estimated head count for each initiative and sent the results to the finance experts, who correlated these plans with some of the major financial metrics they tracked and considered how the proposed work might impact results. When this was done, the plan was sent back up to the executives for review.
Sense and Respond
Jeff Gothelf, Josh Seiden
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