The real problem occurs when our executive-approved strategy deck makes its way from the rarified air of a super-important meeting into the calloused proletarian hands of the product team. After all, it is ultimately that product team—the same one that our hypothetical product manager has likely been “too busy working on the strategy deck” to interact with—that brings products to the market and, in turn, outcomes to the business. And in the cold light of “What are we actually supposed to do with this thing?” the World’s Most Comprehensive Strategy Presentation can start to look an awful lot
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