Product Strategy Stack by coowoolf/insighthunt-skills
npx skills add https://github.com/coowoolf/insighthunt-skills --skill 'Product Strategy Stack'"如果你打算进行一次公路旅行,你首先要决定你想开车去哪里……我们的目的地是拉斯维加斯,如果我们行驶了250英里,我们就会知道是否到达了那里。" — Ravi Mehta
一个自上而下强制对齐的层级框架。它将使命(愿景性的)与战略(逻辑计划)区分开来,并确保路线图和目标是战略的衍生品,而不是驱动力。
┌─────────────────────────────────────────────────────────┐
│ 使命 │
│ 你希望为世界带来的改变 │
│ (愿景性的,持久的) │
├─────────────────────────────────────────────────────────┤
│ 公司战略 │
│ 实现使命的逻辑计划 │
│ (多年期,全公司范围) │
├─────────────────────────────────────────────────────────┤
│ 产品战略 │
│ 公司与产品之间的连接组织 │
│ (产品如何具体做出贡献) │
├─────────────────────────────────────────────────────────┤
│ 产品路线图 │
│ 执行战略的一系列功能/成果 │
│ (季度/年度优先级) │
├─────────────────────────────────────────────────────────┤
│ 产品目标 │
│ 衡量路线图进展的指标 │
│ (战略执行的滞后指标) │
└─────────────────────────────────────────────────────────┘
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目标衡量的是相对于战略的进展。没有战略,目标就是任意的数字。
每一层都必须清晰地源自其上一层。
通过在战略文档中包含视觉内容来防止错位。模糊的文本会导致偏离。
使命不会经常改变。战略是你在当前条件下如何实现它的方式。
步骤 1:阐明使命
└── 我们希望世界发生什么改变?
└── 这家公司为何存在?
步骤 2:定义公司战略
└── 我们的逻辑计划是什么?
└── 我们押注于什么?
步骤 3:转化为产品战略
└── 产品如何具体做出贡献?
└── 我们必须构建哪些能力?
步骤 4:从战略构建路线图
└── 哪些功能可以执行此战略?
└── 顺序是什么?
步骤 5:设定衡量目标
└── 哪些指标表明战略正在奏效?
└── 目标是输出,而非输入
❌ 从目标开始("将留存率提高5%")并逆向构建
❌ 将路线图与战略混为一谈
❌ 使用目标作为战略的替代品
Tinder 与 Hinge:两者都是约会应用。Tinder 的使命是"让单身生活变得有趣"(产品战略:快速滑动,偶遇)。Hinge 的使命是"旨在被删除"(产品战略:反滑动,丰富的个人资料)。它们的功能不同,因为它们的战略堆栈不同。
来源:Tinder 前首席产品官 Ravi Mehta,Lenny's Podcast
每周安装量
0
代码仓库
GitHub 星标数
2
首次出现
1970年1月1日
安全审计
"If you're going to take a road trip, you first decide where you want to drive to... our destination is Vegas, and we'll know whether or not we reach there if we've driven 250 miles." — Ravi Mehta
A hierarchical framework that forces alignment from top down. It separates mission (aspirational) from strategy (logical plan) and ensures the roadmap and goals are derivatives of the strategy, not the drivers.
┌─────────────────────────────────────────────────────────┐
│ MISSION │
│ The change you want to bring to the world │
│ (Aspirational, enduring) │
├─────────────────────────────────────────────────────────┤
│ COMPANY STRATEGY │
│ The logical plan to achieve the mission │
│ (Multi-year, company-wide) │
├─────────────────────────────────────────────────────────┤
│ PRODUCT STRATEGY │
│ Connective tissue between company and product │
│ (How product specifically contributes) │
├─────────────────────────────────────────────────────────┤
│ PRODUCT ROADMAP │
│ Sequence of features/outcomes to execute strategy │
│ (Quarterly/annual priorities) │
├─────────────────────────────────────────────────────────┤
│ PRODUCT GOALS │
│ Metrics that measure progress against roadmap │
│ (Lagging indicators of strategy execution) │
└─────────────────────────────────────────────────────────┘
Goals measure progress against a strategy. Without strategy, goals are arbitrary numbers.
Each layer must clearly derive from the one above.
Prevent misalignment by including visuals in strategy docs. Ambiguous text causes drift.
Mission doesn't change often. Strategy is how you achieve it in current conditions.
STEP 1: Articulate Mission
└── What change do we want in the world?
└── Why does this company exist?
STEP 2: Define Company Strategy
└── What is our logical plan?
└── What are we betting on?
STEP 3: Translate to Product Strategy
└── How does product specifically contribute?
└── What capabilities must we build?
STEP 4: Build Roadmap from Strategy
└── What features execute this strategy?
└── What's the sequence?
STEP 5: Set Goals to Measure
└── What metrics indicate strategy is working?
└── Goals are outputs, not inputs
❌ Starting with goals ("increase retention by 5%") and building backward
❌ Conflating roadmap with strategy
❌ Using goals as substitute for strategy
Tinder vs. Hinge: Both are dating apps. Tinder's mission is "Make single life fun" (Product Strategy: fast swiping, serendipity). Hinge's mission is "Designed to be deleted" (Product Strategy: anti-swipe, rich profiles). Their features differ because their Strategy Stacks differ.
Source: Ravi Mehta, Former CPO of Tinder, Lenny's Podcast
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0
Repository
GitHub Stars
2
First Seen
Jan 1, 1970
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