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So making a thing, creating an output of some sort, is not our goal. Instead, success is the extent to which we achieve an outcome and help our customers achieve an outcome they seek.
Sense and Respond
Jeff Gothelf, Josh Seiden
If the ultimate business goal is revenue, the product team's main metrics can’t be about revenue. This is because the primary function of OKRs is not to qualify for a bigger bonus, a promotion or personal validation. They should be used as a tool unjudgementally to *indicate* whether the team’s work is generating the right outcome for users. It gives clues to whether progress made is resonating with customers.
The focus on customer centric metrics eliminates the distraction and worry for the product team. It means they can be laser focussed on building the sharpist product to solve the specific user problems that have been identified by the team to be the most important to solve.
We're Zipping Up Into a New Operational Onesie.
Product Breaks
Framework 1: The Strategy Triangle
Use this to quickly assess any strategic decision:
**Where to Play:**
- Which markets?
- Which customers?
- Which channels?
**How to Win:**
- What's our unique value?
- What capabilities do we need?
- What's our moat?
**Why Now:**
- Why is this the right timing?
- What's changed in the market?
- What enables us now?
How to Nail Your Product Strategy Interview
Aakash Gupta
...catch up on these, and many more highlights
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