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A product strategy is your plan for creating the most value possible for your users and your company. And you do this by focusing your time on a small set of really high impact work, rather than diluting your efforts across all the different things you could potentially do.
Product Growth Newsletter
Akashi Gupta
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
“Work backwards from the narrative.”
That's the key to not shipping the org chart.
Here's Sanchan (ex-head of product at Airbnb) on how narrative-led product development works:
1. Create a narrative of what you want the customer to experience and feel
2. Challenge each team to work together to deliver the narrative
3. Deliver all features that bring the narrative to life at once
This way, teams are encouraged to work together to create a compelling customer journey instead of building in their own silos.
Note by Peter Yang on Substack
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