The overwhelming emphasis I see in product organizations is on sequencing the execution of the product strategy over the upcoming quarters. Optimizing the product operations work to deliver a subpar product. There is little to no effort applied to shaping the product strategy. Problem statements should be used to shape […]

Most of the teams I’ve helped either didn’t use problem statements, or didn’t use them well. Without improving, they spend more time and money than needed to build things, and much of what they build is worthless or wasted.