There once was a mighty product group with a surprisingly innovative software portfolio.
Alas, no strategy to be found. Just vibes.
And the vibes declared: “money = good.” So the product group happily obliged the business as it chased the money. After all, what else could it do?
Promises got made, things got sold, and a lot of stuff got built (some of it even worked).
Within a year, incredible pain arrived. The work was out of control. Effort after effort, none of it connected, the stress worsening with each standup and status meeting.
Then one day, it happened:
“Half of the work this quarter should never have launched… just bad ideas that make no sense. No due diligence done, no idea of what to do beyond the sale.”
An overworked product manager, reading the transcript of a missed call, shocked by what the VP says “in private” before others join, now wonders:
How could the VP say that? Is it really true?
What about the work I’m doing right now? Does any of it matter?
And how could I possibly know if something is worth doing?
How could they?
But should they?
And should you?
David and Ben
StrategyTeaming.com