 by Lenny Rachitsky Product strategy sits in between the mission/vision and the plan. The mission and vision are typically articulated by the founders/CEO and tend to be durable over time. The plan (i.e. roadmap) is an ordered list of projects based on some notion of prioritization and sequence of delivery.  There is a steep drop in elevation between the mission/vision and the plan, and strategy occupies this large void. Strategy exists to force a disciplined choice to deploy scarce resources for maximum impact. Regardless of the size of a company, the resource pool and capacity to get work done is always constrained relative to the universe of work that could be done—making this choice a critical decision in every single context. A good strategy articulation typically includes three components: 1. 3 to 5 areas for the company or the team to focus on, which we will henceforth refer to as strategic pillars 2. Several areas that should explicitly not be the focus 3. A clear set of explanations for why these choices were made  Here's a step-by-step guide by Chandra Janakiraman for crafting your product strategy:
1. A 2-year strategy, which is typically focused on solving problems with the current product, i.e. small “s” strategy 2. A 3/5/10-year strategy focused on aspirational futures. i.e., big “S” strategy
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