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The kernel of a strategy contains three elements: 1. A diagnosis that defines or explains the nature of the challenge. A good diagnosis simplifies the often overwhelming complexity of reality by identifying certain aspects of the situation as critical. 2. A guiding policy for dealing with the challenge. This is an overall approach chosen to cope with or overcome the obstacles identified in the diagnosis. 3. A set of coherent actions that are designed to carry out the guiding policy. These are steps that are coordinated with one another to work together in accomplishing the guiding policy.
Good Strategy/Bad Strategy
Richard Rumelt
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
Outcome-driven leaders define success based on outcomes, but they don’t stop there. They also treat organizations like products—something they can design, test, and improve.
Steve Jobs was the ultimate example of a leader who managed the company as a product. When asked about which product he was most proud of, he replied:
> You know, making a product is hard, but making a team that can continually make products is even harder. The product I’m most proud of is Apple and the team I built at Apple.
Outcome-driven leaders treat each element of the organization as a “product feature” that exists to help the organization succeed.
These “organizational features” include things like processes, metrics, rituals, reports, structure, data, tools, skills, and behaviors.
Treat Your Company as a Product
Felipe Castro
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