The vocabulary the exams and the daily work both assume you already have. Every entry gives the definition, the source it is drawn from, and the misreadings that follow from getting it wrong.
9 concepts in Strategy
Deciding how to close the gaps in a complete solution, given that building is only one of three options and usually the slowest.
Strategy
The things an organisation can do that competitors cannot easily copy, and the filter that decides which market problems are worth this company solving.
Strategy
Mapping needs to target markets, sizing the segments, and checking that the ones you choose are large enough to support the business the product has to become.
Strategy
Decisions made from evidence gathered outside the building rather than from opinion gathered inside it, and the specific habits that produce that evidence.
Strategy
Describing the product by the market problems it solves rather than the features it contains, then turning that internal description into messages written for one persona at a time.
Strategy
The roadmap shows the vision and the phases of deliverables and is a plan rather than a commitment. The release plan is the dated one. Keeping them separate is what stops a direction becoming a promise.
Strategy
Proactive communication with the people affected by the product, from strategy through execution, on a rhythm rather than in response to escalation.
Strategy
Turning a validated opportunity into a proposal the business can fund, with a market size, a financial model and the risks stated rather than buried.
Strategy
Thirty-seven product activities arranged into seven categories, used as a shared vocabulary and as a checklist for finding which activities nobody in the organisation currently owns.
Strategy