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Strategy




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Who is the customer. Self serve or managed services
What does the customer want? Customer friendly

do you have a product owner / I assume that role too 
Do we have a product definition and we need to work with product manager to build it or do I need to contribute to product definition
Do we have a product roadmap and I need to execute it or I shall come up with roadmap
Define milestones
Are there data strategies / tech strategies / patterns in place that we need to follow. How does that affect our strategy
define timelines
internal / external market analysisInterviews. surveys

Once product is clear I need to look at existing resources
how many reports

do they have skillset needed

how much we can develop internally 

how much we need to rely on other teams data/backend

what are the deficiencies
Is data reliable? verifiable? accurate? how hard is it to augment data
Now we want to build the product do we have the ML tools and environment or do we have to build 

how much tech debt are we inheriting and how reliable / flexible is it

define agile process, how many people are delivering, how much they can deliver per sprint.

find bottlenecks
where is the most time spent
Do we have dependency to other teams/folks need to address those
 





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Team








Reactive instead of proactive

Take out many not dos instead of many priorities

No silos!




Strategy is an ongoing talk about 
- key business issues 
- brainstorm and come up with collective insights on how we can deliver superior value to customers 
- strategic plan: everyone is working towards common goals with common language and strategies that aligned with one another 
- set strategic direction
-nurture profitable growth 
- create competitive advantage




Strategic planning

Where are we now 

Where are we going: vision: blueprint for the house
Why we are going there
What is winning

What do we need to do to get us there: our mission

What’s going to get in our way , blockers bottlenecks 

Goals and objectives help you break down and accomplish the mission

How we are going to achieve goals (strategy)

Individual pieces to strategic plan




Align with leadership team
Align with Vision and strategy
Align with whole org




Input:
- Strengths
- weaknesses
- opportunities 
- threats
- survey from stakeholders management team



Values and culture of organization. what is the DNA of your org. ways of working. 

Risks
what are the uncertainties
what are impact of uncertainties
likelihood of happening
what can we do to mitigate that risk


KPIs
How do you measure strategic priorities
performance measures for people goals and targets



Objective -> Measure > Targets > initiatives


How to get alignment
Communicate clearly and simply
Get buy in
bring people to strategic planning and process
Match goals and motivations
Are they given the tools they need to succeed



























Be servant leader of the team as in Scrum


Think Big, Work Small

Work big: 
- Large, prescriptive projects 
- no incremental value delivery
- no experimentation
- infrequent integration
- Work gets bigger and bigger
- cycle of disappointment, fear, and planning overcompensation. 

Work small: 
- sprint in cycles
- lacks coherence and feels scattered work. 
- a perception of progress
- a lot of disjointed, reactive work.

Define big, and work small: 
- Large, prescriptive projects get broken into many small pieces.
- Combo of 1 & 2. 
- Team works small and integrates frequently, which reduces risk and accentuates progress.
- Little room to respond to learning and feedback

thinking big, and working small
- a compelling mission linked to a coherent strategy
- mission is outcome/impact oriented
- riskiest assumptions first -- experimenting, testing, and learning
- more acceptance of uncertainty
- less set in stone
- leave space for creativity, while also capturing the opportunity. 



"What if I pick the wrong metrics?" he wondered. "What if I track the wrong things?


Continuous Roadmapping. 
If each bet takes 6 weeks, we can set 8 bets for the year

- North star metric Foo
- key inputes

only the current bet and next one need details. Only outcome oriented one pagers


a current snapshot of where the team imagines the product is going
The important point here is that we try to keep this board filled at all times with eight cards. Eight cards! That's manageable. As new information becomes available, we swap in cards as necessary.



























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