Product Strategy, Roadmap and Prioritization – The GL(c) Model
It doesn’t matter whether you are a product manager or not, if you have ever tried building a product, there are three keywords that you would have come
Measure the success factors
Goals & Contributions
Say goodbye to vague goals and hello to data-driven clarity. Define, quantify, and track your goals with confidence. Our unique contribution scoring system helps you prioritize the right epics, maximize impact, and stay aligned with your strategic vision. See your progress clearly, make informed decisions, and achieve product success like never before.
Penome provides a standardized framework for defining goals, measuring progress, and achieving strategic alignment. Our platform empowers you to make data-driven decisions, prioritize effectively, and keep your product development on track.
Define specific and measurable outcomes
While ambitious objectives like “becoming a market leader” set the grand vision, they lack the precision of actionable goals. Specific and measurable goals, such as “Achieve 10% user growth MoM by Dec 2025”, provide tangible targets that fuel product development and facilitate progress tracking. These goals, when cascaded down to individual initiatives, empower product teams to prioritize efforts and demonstrate clear impact. By setting quantifiable milestones with defined timelines, product leaders transform aspirations into achievable outcomes and drive strategic growth. This clarity ensures everyone is aligned and working towards concrete benchmarks, fostering a results-oriented product culture.
Link goals to initiatives
In the dynamic world of product management, initiatives are the driving force behind achieving strategic goals. Goals act as your North Star, providing direction and purpose. Initiatives are the concrete steps and actions you take to reach that destination. By clearly linking initiatives to specific goals, you create a roadmap for success, ensuring every effort contributes to the bigger picture. This connection brings clarity and focus, enabling your team to prioritize effectively and navigate the complexities of product development with confidence.
Defining clear end dates for both goals and initiatives is crucial for maintaining momentum and measuring impact. Just as a journey needs a destination, every initiative should have a defined endpoint aligned with the overarching goal’s timeline. This ensures resources are used efficiently and progress is consistently evaluated. By prioritizing initiatives based on their contribution to goal achievement, you create a framework for data-driven decision-making, optimizing your product strategy and maximizing your chances of success.
Prioritize effectively based on goals
For product managers, juggling the demands of diverse stakeholders can feel like a never-ending circus act. Everyone, from sales and marketing to clients and leadership, has a wish list a mile long. But fear not, intrepid product manager! Goals are your secret weapon. By clearly communicating your product vision and objectives across the organization, you empower stakeholders to self-select and prioritize their requests. This not only streamlines your decision-making process but also fosters a sense of shared ownership and purpose.
When faced with a barrage of competing demands, simply ask, “How does this contribute to our goals?” This powerful question encourages stakeholders to critically evaluate their requests and align them with the bigger picture. Suddenly, those “must-have” features might seem less urgent, and you’ll find yourself effortlessly navigating the prioritization maze. Remember, a goal-oriented approach not only saves you time and energy but also ensures that your product stays laser-focused on delivering maximum value.
Read Our Blogs
This is where we share our “no holds barred” thoughts about product management and other related topics.
Dunning-Kruger Effect: A Blind Spot Every Product Manager Should Watch Out For …
In 2009, My team and I were working on a prototype assuming that one day TVs will be connected to the internet and
The IKEA Effect and its Friends : Nemeses of a Product Manager
In 2001, I was working on developing a software licensing system that managed distributed license keys for any software using server based floating licensing mechanism.
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