As a product manager, it is your responsibility to guide the conversation with your partners in ways that are more product-centric, and less reactive and flavor-of-the-month.
Greatly appreciate the timeliness of your post as I’m working with a client on product strategy. The model frames the dialogue and helps support focus and intent on a path between 2 extremes; going all-in on one big bet, and placing a bunch of tiny bets all over.
Love the notion of a model framing product dialog - something like the system description which sets the context for all partner/customer interactions. As you suggest, successive product releases might emphasize different elements of the model, depending on where the product is in its lifecycle (early, mid, etc), but the model is invariant. It also helps herd the internal masses, looking for product vision stability, and minimizes the whiplash that's sometimes felt when team focus needs to move from one aspect to another. Brilliant!
Greatly appreciate the timeliness of your post as I’m working with a client on product strategy. The model frames the dialogue and helps support focus and intent on a path between 2 extremes; going all-in on one big bet, and placing a bunch of tiny bets all over.
Love the notion of a model framing product dialog - something like the system description which sets the context for all partner/customer interactions. As you suggest, successive product releases might emphasize different elements of the model, depending on where the product is in its lifecycle (early, mid, etc), but the model is invariant. It also helps herd the internal masses, looking for product vision stability, and minimizes the whiplash that's sometimes felt when team focus needs to move from one aspect to another. Brilliant!