It’s common in product management that product managers work on components, features, or functions that are part of a product. Lack of a big picture or a high-level perspective would make product management fragmented — we might see the metrics perform well at component/feature/function level, but the product is not moving towards the direction we have planned. How should we plan product strategy so that each component/feature/function is moving towards the same direction, and they interact with each other to create synergies and cohesiveness?
Another common issue is when product performance doesn’t support business goals. How should we plan product strategy so that it’s aligned with business direction, not only at the product feature level, but also at organizational structure and operational process level?
In August 2020, I shared the “Plan Product Strategy from Business’ Angle” in a webinar organized by 职人社 and Zhihu (知乎).
This sharing was conducted in Mandarin — feel free to check it out if you’re interested: https://docs.qq.com/doc/DQ3lIZ2NPUWFBR3Rq.
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