Strategy is a clear articulation of your situation, your goals, and a pathway to achieve them. It guides decision-making across Sales, Product, Technology, and the broader business.

Products and services are the practical manifestation of your strategy. Formally they are the things you sell, but informally there are a number of products and services that support the process of selling your core product. By defining them as discrete entities with a clear boundary allows us to invest in them, and sell them to customers.

Roadmaps are a visual way to demonstrate the path ahead combining the expectations of the market, the business, and teams responsible for delivering against it. They can be created at various levels of detail, and typically outline a path for delivering on the overall organisational strategy, or that of a specific product.

Execution is the coal-face of delivery where multiple teams collaboratively deliver the items on your roadmap. Without these teams, nothing gets delivered! Given this is the engine room, having all aspects running smoothly can have the biggest impact, positively or negatively, if direction, alignment and clarity aren’t in place. 

There's a growing recognition of the importance of a product-centric approach, which shifts the focus from short-term projects to continuous customer value. Tech giants like Facebook, Amazon, Netflix, and Google have successfully demonstrated this strategy, making it an attractive model for wider adoption.

In today’s fast-paced, technology-driven world, integrating strong product management capabilities into Agile technology teams is crucial for creating successful products. This strategic move can drive innovation, boost customer satisfaction, and ensure seamless alignment between business goals and technical execution.

It's often the smallest details that make the biggest impact. Microcopy—those brief snippets of text found on websites and apps—might seem insignificant at first glance, but they are pivotal in guiding users and enhancing their experience.

Before running the survey capture your assumptions about the user and about the problem you are solving.
Generate a list of things you want to learn in this process, ideally these are things that will help you refute, or confirm assumptions AND that will specifically empower you to make a decision of some kind.

“How do I advise a designer who is stuck in their ways and not open to understanding the business problem we are trying to solve?” In a coaching session, I was recently asked this excellent question and the answer I provided may be of help to you as well.

Recent addition: How to run a remote party (surprising amount of things can apply to your remote meetings)

Like all buzzwords, “Digital” is starting to get my goat. Everyone uses it, in every context, thinking it refers to some avant-garde business strategy or must have part of their personal lives. If Digital can mean everything, then does it mean anything at all?