aha product strategy

product strategy defines what you want to achieve, provides context around the market that you operate in, and guides the large themes of work that will help you accomplish your goals. done well, you will be able to tie every feature back to a larger goal — so your work adds real value to customers and the business. this is where you visualize your strategic direction and tie it to business models and positioning templates — all of which strengthen your product roadmap. grappling with these questions allows you to understand the true value of your product and to craft a vision statement that is both accurate and aspirational. models are useful when you launch a new product or want to evolve your strategy as the market changes. it helps define where your product fits in the marketplace and the unique benefits you provide. you need to deeply understand your customers and what they need in order to build a product they will love.

creating user personas is one way to develop empathy for your customers — you document their likes and dislikes, professional aspirations, challenges, and more. competitive research should be an ongoing process — keeping up with the competitive landscape allows you to discover new problems that your product is uniquely positioned to solve. this is the time to lay out the goals and key initiatives that will help you realize your vision. a useful exercise is to plot goals on a chart based on the depth of investment (to your team) and the impact (to your customers). initiatives are the high-level efforts or big themes of work that need to be implemented to achieve your goals. vision, business models, positioning, personas, competitors, goals, and initiatives — all these elements serve as the groundwork for your product strategy. allows you to link releases and features to initiatives and goals — so you can turn your plans into reality.

you need to apply goal-first, strategic thinking to your product planning process — so that the entire organization can focus on creating the most value. and yet, to achieve something great, you need to put strategy at the center of every product decision you make. to set high-level product strategy and quickly turn it into a visual strategic roadmap to share with your team. product positioning helps you explain how you will succeed in the market by describing the unique strengths of your product and the challenges that your customers face. to position your product, you need to know what is important to your customers and the problems your product can solve. to understand your advantages and opportunities in the market, you want to document a competitive analysis.

once defined, you can ensure that your goals are aligned to broader company objectives by associating them with higher-level goals that are set at the product line. you can connect your product initiatives to the rest of your strategy by creating a roll-up relationship to higher-level initiatives that are set at the product line. you no longer need to maintain multiple versions of your roadmaps and presentations. now that you have built your strategy, time to share it with the team. and make the time to update your strategy regularly as customer and market conditions change. and hopefully, have a bit of fun in the process.

product strategy defines what you want to achieve, provides context around the market that you operate in, and guides the large themes of work that will help you accomplish your goals. you want to align the organization around a shared vision and keep everyone focused on the work that matters the most. set your positioning. describe where your product or service fits in the market, the problem it solves, and what makes it consider your vision, strategic model, and product positioning. this is the foundation for setting strategic imperatives (like, .

product strategy vs. marketing strategy. by brian de haaff. “but why?” you have probably heard this want to accomplish with your product over the next 3–12 months. strategic initiatives focus on which efforts you must product strategy vs. go-to-market strategy. by brian de haaff. have you heard of cognitive dissonance,

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