Topic 01 · Choose the direction
Turn a broad ambition into choices the team can use day to day.
Articles about markets, goals, priorities, roadmaps, and deciding what a product team should — and should not — work on.
35 articles
Common questions
01
Where should the product play and how should it win?
02
Which outcomes and opportunities deserve attention now?
03
How do vision, goals, priorities, and roadmaps connect?
Recommended reading
It covers the basics. The articles below explore related questions in more detail.
A good place to start
01
Filed under
Prioritization · Product strategy
A practical way to prioritise product work by outcomes, evidence, cost, risk, and strategic fit—without letting a scoring framework make the decision for you.
10 min read
02
Roadmapping
Connect vision to strategy, outcomes, opportunities, and sequenced bets—then show timing, evidence, dependencies, and commitment without disguising uncertainty.
Continue03
Business models
Connect actors, product behaviour, pricing, channels, and cost to serve to find where a business model supports or undermines value.
Continue04
Product strategy
Connect business, strategic, and product goals in a traceable chain from company result through strategic choice to customer outcome.
Continue05
Product strategy
Choose the right product growth path: deeper adoption, a new market, a new product, or diversification, then turn it into measurable action.
ContinueMore on Product Strategy
30 more articles
01
Product strategy
Build a stock-and-flow growth model, test cohort retention and loop assumptions, and use scenarios to decide which constraint deserves product investment.
02
Product strategy
Build a private evidence system for product decisions, shared attribution, non-launches, outcomes, and safe cases for interviews, promotion, and self-review.
03
Product strategy
Choose among build, buy, configure, reuse or defer by testing strategic fit, ownership burden, lock-in and the credibility of your exit.
04
Product strategy
Forecast roadmap delivery with reference classes, probability ranges, scope and dependency sensitivity, ageing signals, and explicit commitment rules.
05
Product strategy
Select a reachable beachhead, price the full switching burden, build a proof ladder, and define evidence for narrowing, stopping, or expanding.
06
Product strategy
A practical product planning system for balancing outcomes, capacity, dependencies, evidence, and commitments while making every change explicit.
07
Product strategy
Turn a platform ambition into a bounded bet about participants, shared capabilities, incentives, governance, evidence, and exit conditions.
08
Product strategy
Build a coherent go-to-market system across segment, promise, route, adoption, commercial model, operating readiness, and evidence—not a launch-day checklist.
09
Product strategy
Build a strategic roadmap for coupled product bets: expose shared capability, dependencies, commitment states, decision rights, and change consequences.
10
Product strategy
Decide whether to raise, connect capital to decision-relevant milestones, model runway honestly, and examine dilution and governance before accepting terms.
11
Business models
Build market segments around meaningful differences, test whether they are identifiable and useful, then translate them into product and go-to-market choices.
12
Product strategy
Turn an uncertain strategic move into staged commitments with a causal thesis, bounded exposure, evidence checkpoints, and explicit stop or scale decisions.
13
Product strategy
Build a product vision as a bounded, evidence-aware future state that clarifies strategic choices, exclusions, assumptions, and the conditions for revision.
14
Product strategy
Design product OKRs around causal assumptions, team influence, guardrails, evidence, and reopening rules—so goals change decisions instead of just scoring work.
15
Product strategy
Diagnose which early-stage constraint can invalidate the next decision, separate known risk from uncertainty, and choose a proportional response.
16
Product strategy
Design discovery habits around real commitment points, so teams expose uncertainty, connect evidence, and record exceptions before they lock in work.
17
Product strategy
Use quarterly planning to reconcile evidence, capacity, dependencies, and obligations—then replace stale commitments with an executable decision record.
18
Product strategy
Model customer substitution, constraints, and response thresholds so competitor research changes product decisions instead of filling a feature grid.
19
Product strategy
Assess product-market fit by segment and use case, combine behavioural and commercial evidence, and decide whether to discover, strengthen, or scale.
20
Product strategy
Design pricing as a product contract across buyer, value metric, package, price function, evidence, and migration—not as a number copied from competitors.
21
Prioritization
Manage a product portfolio by exposing shared constraints, evidence, interactions, and opportunity cost, then fund the next decision.
22
Product strategy
Define product value as a contextual change for a specific actor, expose its mechanism and burdens, and gather evidence that supports a strategic decision.
23
Product strategy
A decision-led guide to market analysis: define the boundary, understand customers and alternatives, map market forces, and turn evidence into a product choice.
24
Product strategy
A four-week process for entering an existing product, exposing commitments and uncertainty, and publishing a first roadmap argument others can challenge.
25
Product strategy
Match product evidence to consequences, exposure, reversibility, and delay, then reduce the commitment when certainty is unavailable.
26
Product strategy
Distinguish a useful product signal from a vanity metric by testing its decision, value mechanism, claim boundary, counter-signals, and incentives.
27
Product strategy
Decide whether a retired product should return by testing changed conditions, alternatives, inherited obligations, compatibility, trust, and stop rules.
28
Product strategy
Decide when a product pivot is warranted, identify the belief that failed, test a replacement strategy, manage transition debt, and set a review gate.
29
Business models
Use a context brief across uncertainty, product phase, business model, risk, and decision rights to determine what product management must do now.
30
Product strategy
Turn one consequential product challenge into a coherent set of choices, exclusions, capabilities, economics, assumptions, and decision rules.