I'd like to suggest another element to layer 1 - using the client's image solution to explore the problem space. People often live with problems for a while and have formed solution images in that time. It's tempting to disregard these solution ideas since we are not at that stage yet. However, I think a client's solution image can be a great access point for exploring problems.
We tried writing a strategy doc last year. Spent weeks on it, got alignment, felt good about it. Then three months later we're building features that directly contradict it because a big customer asked.
I don't think strategy docs are useless, but I also don't know how to make them stick when there's actual pressure. The article's probably got good frameworks, but honestly I'm more interested in hearing if anyone's figured out how to make leadership actually reference the thing when deciding what to build.
I'd like to suggest another element to layer 1 - using the client's image solution to explore the problem space. People often live with problems for a while and have formed solution images in that time. It's tempting to disregard these solution ideas since we are not at that stage yet. However, I think a client's solution image can be a great access point for exploring problems.
Interesting take. I wrote this a while back. Just sharing perspectives. https://www.reforge.com/blog/un-belt-your-consumer-problems.
The exisitng way of solving a problem (B) will be underpinnned analysis from layer 3 here.
The current lock in of customers will be underpined by layer 4 that you have mentioned.
Perhaps framing the problem is more “honest” than defining it.
We tried writing a strategy doc last year. Spent weeks on it, got alignment, felt good about it. Then three months later we're building features that directly contradict it because a big customer asked.
I don't think strategy docs are useless, but I also don't know how to make them stick when there's actual pressure. The article's probably got good frameworks, but honestly I'm more interested in hearing if anyone's figured out how to make leadership actually reference the thing when deciding what to build.
You can’t reason people out of a position they didn’t reason themselves into; nor will evidence overturn vibes.