Quick Start Guide to Product Strategy

无论您在哪里职业生涯,都开始弯曲该策略肌肉。

不会撒谎...产品策略是F @%王辛勤工作。为什么?因为它是多学科的性质。

一个名单t is the vessel in which you create change, and it is smack bang in the middle of everything. It enables the business, it creates progress for your customers and is supported by technology and design. Product Strategy is the choices you are making in creating the future you and your team envision.

In short…it is a vital and important artifact in Product Management, and if you don’t have one…sorry to say but you are up shit creek without a paddle buddy.

Want to read this story later?Save it in Journal.

所以,如果你发现自己处于上述情况,你如何摆脱它?好吧,你来到了正确的地方我的朋友!让你开始尽快进入美妙的产品战略世界。

解决业务战略

You cannot create a Product Strategy if you do not know where the business wants to go. If you are in this position, you gotta rally the troops to get this sorted straight away.

There are so many things to tick off this box, but if you don’t know who your target customer is, what the business model is behind the product, or what what direction the business is wanting to go…good luck trying to create a Product Strategy.

Without this you miss the opportunity to place constraints and focus your Product Strategy on the things that matter over the mid to long term.

如果不在那里,让人们在一起并合作解决它。如果没有稳固的业务战略,他们无法期望强大的支持产品战略。狗屎屎。

Sort out your own Knowledge

很好,你现在有一个了解商业想要去的地方。下一步是了解产品如何创造市场和您的客户的价值“哦,地狱耶,我想要这个,我想保持它”。

This is generated from research and insight. If your knowledge isn’t up to scratch, you will again, have a hard time creating a solid Product Strategy. Shit in gets shit out.

单独的肠道不创造产品策略。它是在融合的定量和定性证据上创建,以创建一系列假设。

It is also not created in silo and when you start putting pen to paper, make sure to share your thoughts with those around you. Get a gauge if you are on the right track with peers and leaders and if your hypotheses check out with what people are hearing in the market and from existing customers.

了解杠杆以拉动产品和策略

这是一个巨大的。

The biggest pitfall I’ve seen in my own and in others is the lack of diversity or knowledge in what you can do with a Product to create progress.

I feel Product is conditioned to think in features and user value only. That through building great experiences that add value, that people will come. This is the path of Feature Strategy, an important component of a greater Product Strategy, but is often the only lever that gets pulled.

你需要扩大你的视野。

A Product Strategy is more than just features, it is also how the Product can distribute it’s current value proposition, doing its own heavy lifting of acquisition, retention, and monetization of customers or users.

其他问题要问自己:

How will the product scale to meet future growth targets, and how will processes change to support growth?

当我们达到市场饱和时会发生什么,我们将来在未来为这一活动做好准备什么?

产品策略还应捕捉其如何导航市场并获得竞争力的权力。我强烈推荐阅读'7业务战略权力'。此框架为您提供全新的镜头,放置在您的策略上。

Create a Compounding Narrative

很棒,你知道商业想要去哪里,你的产品需要做些什么来在市场上创造价值,并且您可以了解您的所有杠杆。

不w it is time for f$&king hard part…the narrative.

在创造产品战略时,我将搞砸的东西是太局部的范围,并且在策略的叙述中缺乏复杂的增长和“连接 - ness”。

It would go a little something like this:

通过x假设,我们可以通过做一个,b,c策略来创造这一结果。

下一个。

随着y假设,我们可以通过做e,f,g策略来创建这一结果

下一个。

The strategy felt siloed and short sighted. At best, It was a series of opportunities that were independent of each other.

What saved my bacon?Systems thinking. Your Product is a system, and with any change you make you are impacting that system as a whole. With that in mind, you could be missing out on the opportunity to maximize the entire system.

看看您生成的证据,并通过专注于一起播放的密钥假设,了解在整个产品中如何在整个产品中创建级联值,或许您发现的另一个解锁另一个。

不t all things connect, but being able to create a cohesive, connected narrative surrounding your Product Strategy is a lot stronger than a series of short independent stories.

Smash it out of the Park

最后一步,把它出来,打开人们讨论,挑战和支持。

了解它如何与人们共鸣,并将其作为自己的反馈机制,并对您的业务,客户,市场和您自己的产品的理解。

产品策略是一个活生生文件,应该通过新的洞察力来推动,并在事情发生变化时挑战。它也是一个强大的工件,滤除噪音并使它更容易说明是的to the right things, andto the distractions.

人生没有一个策略

What happens when you don’t have a Product Strategy? Here are some of the symptoms you might be experiencing:

  • Endless prioritization wars of features
  • 在路线图和业务之间断开连接
  • 很多活动,但没有什么是向前移动
  • 人们不明白为什么他们正在努力
  • 一切都是战术和短期。始终专注于“低吊水果”(我讨厌激情的短语)
  • Everything is siloed with a lack of compounding value
  • You are moving no closer to the future your product is trying to create

If you are experiencing any of these symptoms, I recommend a healthy dose of strategy to get you feeling right as rain.

TLDR;

  • 在不知道业务战略是什么,您无法建立产品策略。首先对业务进行排序。
  • 产品策略由关于您的市场,客户和用户的质量和定量数据构建。在对业务分类后,将您的知识排序。
  • Learn the levers of Product Management & Strategy. It isn’t all about features. Understand how you can channel the product to do it’s own distribution and build power in competitive markets
  • 这完全是关于讲故事的。在周围创造一个强烈的叙述“如何以及为什么”that compounds in value. The“什么”通过合作和与产品团队共同创造的推动。
  • Get it out in the open and use it as a mechanism to generate discussion. Having a strategy puts in boundaries which lets us focus on the few things that will have a huge impact and say no to the noise.

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