Every product has a lifecycle, and every company navigates it differently. Some ideas take root and grow into thriving, enduring products. Others struggle to gain traction, fade quickly, or linger on life support far too long. The difference often comes down to one critical practice: continuous reflection.

Reflection-the willingness to pause, ( Read more... )

When most people think of strategy, they think of war. And it’s no wonder-our history books, leadership courses, and even popular business books are filled with military metaphors. From The Art of War to “conquering markets” and “defeating the competition,” strategy has long been framed as a battlefield.

It’s an easy metaphor, and for some, it ( Read more... )

Effective product management hinges on selecting and using the right metrics. Not all metrics are created equal-only those that drive meaningful action are truly valuable. Metrics serve as a compass, guiding us toward business goals by providing a way to measure progress, test assumptions, and make informed decisions. This post explores essential ( Read more... )

One of my favorite teaching tricks is having students create their own rubrics for projects. At work, you’re never given a complete list of what will make the product succeed . Figuring out what “good” looks like-and when something is ready to launch-is a crucial skill. So why not start practicing that in the classroom?

This exercise shifts ( Read more... )

Agile, Lean Startup, and OKRs weren’t created by sprawling corporations. They were developed by small teams trying to solve problems more effectively. Agile emerged when frustrated software developers sought a better way to deliver value. Lean Startup came from scrappy entrepreneurs refining ideas quickly through experiments and validated learning ( Read more... )

OKRs (Objectives and Key Results) are supposed to make everything faster, clearer, and more focused. And when you’re in a small company or early-stage start-up, they often do. When you’re that small, everyone’s probably sitting in the same room and you can hash out the company OKRs in a conversation. Once that’s done, teams decide whether they even ( Read more... )

When it comes to creating a sustainable, competitive strategy, the “how” question is central to your organization’s success. In this context, “how” means deciding how to build and deliver the capabilities that fulfill your mission and differentiate your company in the market. This involves two main considerations: first, knowing which capabilities ( Read more... )

Once you know who you’re serving, where you’ll grow, and what value you provide, it’s time to address one of the most strategic questions of all: how. How will you create a competitive advantage that’s difficult to replicate? How will you ensure that your organization’s value stands out and supports sustainable growth?

To answer the “how” question ( Read more... )

When it comes to building a meaningful strategy, “what” is all about value. What do you bring to your customers, and what value does the market bring back to you? Understanding this reciprocal value exchange is key to creating a strategy that sustains both your organization and the customers you serve.

The Tiny Strategy framework prompts us to ( Read more... )

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