...really enjoyed the strategy deep dive this week...i'd add feedback & process into the list though they peppers throughout...where do you catch user feedback and needs and how do you prioritize that feedback on the product roadmap...to that end there is something to a strategy in that it should work like a cheesecloth and have the ability to take a wide variety of substances in but only keep what is necessary to proceed with building the final product...the process for how you set/define/execute your strategy can be just as important as the strategy itself...who owns what part of it?...if that is undefined then don't be surprised if the strategy is as well...i guess in that way marketing/branding is important also...being able to share your strategy succinctly at least internally is one of the more efficient ways to execute...if employee #609 doesn't get it that is one screw about to loosen on a wheel that can only stand to lose just a few of them before it detaches...
Love the cheesecloth analogy. There's a title for a post in there :)
And very true...how you build, operate, and evangelize it matters just as much as what you intend to do. That's definitely a big pitfall to avoid--overlooking the execution part of it.
I've made that mistake before too...working on strategy in a silo and looping other stakeholders in too late. Of course too many eyes on it (and the wrong eyes at the wrong time) can also be a problem, but there's a core pod of people that should be collaborating from the beginning.
Saves so much time, cuts back frustrating feedback cycles, and gets you to buy in way quicker. From here that same pod helps operationalize it across the org.
...really enjoyed the strategy deep dive this week...i'd add feedback & process into the list though they peppers throughout...where do you catch user feedback and needs and how do you prioritize that feedback on the product roadmap...to that end there is something to a strategy in that it should work like a cheesecloth and have the ability to take a wide variety of substances in but only keep what is necessary to proceed with building the final product...the process for how you set/define/execute your strategy can be just as important as the strategy itself...who owns what part of it?...if that is undefined then don't be surprised if the strategy is as well...i guess in that way marketing/branding is important also...being able to share your strategy succinctly at least internally is one of the more efficient ways to execute...if employee #609 doesn't get it that is one screw about to loosen on a wheel that can only stand to lose just a few of them before it detaches...
Love the cheesecloth analogy. There's a title for a post in there :)
And very true...how you build, operate, and evangelize it matters just as much as what you intend to do. That's definitely a big pitfall to avoid--overlooking the execution part of it.
I've made that mistake before too...working on strategy in a silo and looping other stakeholders in too late. Of course too many eyes on it (and the wrong eyes at the wrong time) can also be a problem, but there's a core pod of people that should be collaborating from the beginning.
Saves so much time, cuts back frustrating feedback cycles, and gets you to buy in way quicker. From here that same pod helps operationalize it across the org.
Thanks for dropping in with a thoughtful comment!