A framework and method for developing a Product Strategy collaboratively (Part 2)
A framework and method for developing a Product Strategy collaboratively (Part 2)Also how to communicate effectively as a developerThis is Part 2 in a 4-part series. Please read Part 1 before continuing:
Product Strategy purpose, framework, and async pre-workI am pretty familiar with the landscape of Product Strategy frameworks, but in preparation for our work I decided to do another deep dive into all the writing that’s out there. It is... well, a lot. Everyone approaches strategy so differently—and besides, you can’t just blindly adopt a model or framework for a team. Every team’s principles, values, and work styles are different, so whatever we used, I knew it had to fit us. I also wanted to make sure the team had at least 2 weeks to get involved in our asynchronous work, and with our September retreat fast approaching I started to get increasingly nervous. Things finally started to come together when I decided to combine a couple of concepts into a way that made sense both for the Postmark team in isolation, as well as our work within the larger context of ActiveCampaign. The framework I proposed to the team is a combination of an adaptation of Reforge’s Product Strategy Stack, and Melissa Perri’s Product Strategy Canvas. Here’s how I presented the framework to the team (it helps to know that ActiveCampaign’s primary brand color is blue, and Postmark’s is yellow): I like the basics of the Reforge model because of how well it ties both the “blue boxes” and the “yellow boxes” together:
For us this means that ActiveCampaign leadership is responsible for defining the blue boxes (which they did!), and our team is responsible for coming up with the yellow boxes. This gives us clear areas of responsibility as well as a tight connection to the goals of the larger organization. The biggest change I made to the model was to replace the Reforge layer of Product Roadmap (“The sequence of features that implement the product strategy”) with Product Plan (“Prioritized set of problems/opportunities that implement the product strategy”). This is important because I believe this framework is too high-level for feature details and sequencing. This is especially relevant since we follow the Now/Next/Later format for roadmapping, and I was worried about the unrealistic expectations that might come with a “sequence of features”. This framework also gave us a structured process for our work. We focused our async and in-person work on the components of the Product Strategy, and we would use our regular planning cycle (a post for another time!) to create the Product Plan. In terms of the actual elements of the strategy, I proposed an adaptation and expansion of Melissa’s Canvas: I really liked where this was headed. We had a clear path towards an updated strategy. We had a few weeks to work asynchronously on documenting the current (read pre-acquisition) state of Postmark as it related to each of those Product Strategy components. We would then use our in-person retreat time to articulate the following for each of the components of the Product Strategy:
We created a Google Doc where we broke out those questions for each component of the strategy, and we asked the team to start filling out what they believed our current state was. But before we could do that there was one more thing. I mentioned “black hole words” in Part 1, but we realized that each of the components of the Product Strategy will probably be interpreted very differently by each person on the team. So our Head of Marketing and I worked together to add a glossary at the top of the Google Doc with some definitions of the most important concepts that kept coming up in our discussions. We also asked the team for feedback on those definitions, and adapted quite a few based on the input we received. Here’s where we ended up:
And with that, we got going! The team all started adding details to the Google Doc, asked questions, debated where we really stood on each of the components, and so much more. By the time we got to the retreat we felt ready to make good use of our in-person sessions. And that’s where we’ll pick up Part 3 of the series next week. I’ll talk about how we ran those sessions, how it went, what we learned, and what outcomes we achieved. That will lead into Part 4, which will be all about how we refined and eventually published and communicated the updated strategy. See you then! What I’m readingVia Chris Coyier I found this great post by Karl Sutt on How to communicate effectively as a developer. His example of “low-resolution” vs. “high-resolution” writing is a useful reminder for all of us:
This idea is similar to what Erin Meyer refers to as “high-context” vs. “low-context” communication in her (excellent) book The Culture Map: Breaking Through the Invisible Boundaries of Global Business. She explains in this HBR article:
Choosing the right communication style for the right context is an important skill for everyone, but especially product (and other) leaders. If we assume too much context is known, people will misinterpret what we mean with our words. Ted Gioia has an interesting post about the Barnes & Noble comeback, in which he makes this important observation:
May I also add, for no particular reason at all: If you want to sell social media, you must love people and community. I think I am really late on discovering Donella Meadows‘s writing on systems thinking, but now that I’ve read Dancing With Systems I’m going to seek out every word she ever wrote, starting with Thinking in Systems. I think I need a minute for this essay to sink in, and I’ll probably reflect on it more soon. For now, here are 8 quotes from Dancing With Systems that stood out to me. Some stray links
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A framework and method for developing a Product Strategy collaboratively (Part 1)
Tuesday, December 27, 2022
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