Writing up 3 vague bullets on a "vision" slide is easy. Also easy is planning out each and every chunk of work for the year. Much harder is detailing a strategy that leaves room for creativity and agency ... but is also coherent, backed by evidence, and is opinionated ... (2/n)
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Opinionated? Isn't that bad? I don't think so when it is opinionated at the right level. Passionate problem solvers want to know that their company has a perspective and doesn't want to be everything/anything. "Um hey, so what are your OKRs" doesn't land. (3/n)
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These team members can sniff out the drift into mediocrity from a mile away. So the trick is going beyond a surface level of context. I guess my point is that ppl crave smart context over shallow attempts at promoting self-organization (4/end)
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@NickNorbeck ah, this brings me back! -
Ah the good ol' days :)
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A fine line, isn't it? My two cents is how strategy is not built in a vacuum / on a powerpoint. The best PMs I've worked with "tested" their strategies with key EMs & senior engineers first. By the time it made it to the bulletpoints on the slide, we were all was onboard.
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And this way, the PM had allies to fill the gaps, and explain to the wider org the details on the strategy. And the people they consulted brought the autonomy to the parts (and sometimes challenged the strategy!) I don't know of a better way than this. "Sideways, then top-down"
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Improvised over past years,follow a balanced strategy ,start by detailing out long term and short term vision.Depending individual area PM strength, maturity and level of independence, prepare a framework/suggested guideline to brainstorm.Involve eng leads at right time.
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Great note. Success in these situations feels like mostly context-specific trial and error learning but any recommended reading or tips here?
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That’s an excellent observation John. Any thoughts on framing techniques that you’ve seen do the job?
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