A go-to-market strategy isn’t something you tack on as an afterthought to an upcoming product launch. Instead it’s about understanding where value exchanges occur, and figuring out how to make them more frequent, consistent and predictable.
» When a measure becomes a target, it ceases to be a good measure
» Product, market, model and channel must all fit together to be successful
» Exclusive free giveaways for PRODUCTHEAD subscribers in May
» Use genAI to generate possibilities and identify blindspots in your thinking without incurring cognitive debt
» Backlash against the UK’s NHS closing public code repositories
» Traditional SaaS companies will struggle if they believe they’ll control their UI for ever
» Some org leaders think that AI can replace their “glue people”
» The glue person’s work is often invisible because they were good at it
» Make your principles explicit so you can make the hard trade-offs between things you value
» Your organisation’s strategy is the anchor that your culture – how you work together – is built on
» Only having geniuses at the top of an org defining strategy for everyone else to enact is a relic of a bygone era
» The allocation of ‘time’ and the allocation of ‘capacity’ are very different concepts
» KPIs measure what you’re already doing, OKRs are for change
» Problematic OKRs are too big in scope, activity-focused and disconnected from strategy
» The Narrative, Commitments, Tasks (NCT) framework offers an alternative to OKRs
» Learning their skills hands-on is the best way to appreciate specialists’ roles
» A good roadmap can be a valuable way of showing reliability and building trust
» CEOs fall on a spectrum of ‘only assigning work’ and ‘collaborating with staff’
» Master the genAI tools relevant to your skillset before someone less experienced makes you redundant
» Defend against short-termism by making your team’s strategic thinking visible
» People are increasingly working to live, not living to work
» Teams should only split their Decision Stack when their answers to “How?” diverge
» Repetition and reward are intrinsic to behaviour change in teams
» Product managers have to fill the gap when strategy is absent
» When taking a decision, first consider how reversible it it is
» Communities of practice evolve through different stages, which need different approaches
