Defining Purpose

To write the best product vision we need to understand the purpose of the vision, the inputs and the principles to keep in mind.

Disruptive technologies often enable new products and solutions. We'll examine how technologies can influence your vision.

Taking a single product we'll look at different ways that the purpose can be written along with the benefits and drawbacks of each.

The vision is where you want to be. We'll look at some examples of how the vision can change how people look to solve the problems encountered.

A vision is a great way of inspiring and aligning teams, of generating customer demand and even a way of boosting recruitment.

Create your product vision

We'll discuss the key business metrics like revenue and market share along with their challenges for product development.

We'll discuss the high level product metric that teams can use as well as the complexities inherent in choosing the right metrics.

While it is useful to have many metrics a product needs a single north star that is the key focus and rallying point for all teams members.

It takes a lot of time to set up proper instrumentation for products that enable correct tracking and cohort analysis. Picking the right metrics is critical so that you don't waste effort unnecessarily.

Create a Business -> Product Metric Map and identify your North Star

Strategy doesn't have to be overly complex - in fact the simpler the strategy the better. We'll break down strategy into two simple questions.

We'll examine 16 different product strategies that you can mix and match to address the two key strategy questions. We'll also examine some of the key differences between early stage startups and mature products.

Once again, a strategy is only as effective as how well it is communicated and embedded within the team. We'll discuss ways to write memorable and actionable strategies.

Write up your Product Strategy

We outline the key jobs that a roadmap is performing.

Most roadmaps contain lists of features that will be delivered for a product. We'll review this approach against the key jobs of a roadmap and identify the issues in this approach.

We'll review an alternative roadmap structure that overcomes a number of the challenges of the feature roadmap.

We'll review the most common top-down approach to roadmaps alongside the alternative bottom-up approach.

We want teams to react to changing situations. Therefore we need to empower teams to update the roadmap when needed.

We examine the written narrative that Amazon uses for pitching new product ideas, including the purpose and sections that are to be completed.

How to use all of the collateral that you have created to communicate the product vision and get buy in.

The goal of setting goals!

Identifying the key inputs and outputs for each team.

Combining hypothesis and signals with OKRs to give teams the context behind the objectives.

The ways of tracking outcomes and aligning with objectives. We dive into when to adjust the OKRs and when to stay the course.