Have been using these Qs lately before giving teams advice:

Is there a product strategy?
Is it a reasonable?
Is the strategy explicitly or implicitly communicated?
Is the structure of the team aligned w/ that strategy?

The answers help us chart a course forward (1/n)

Sometimes you get lucky. There’s a reasonable strategy. A reasonable structure. And key issue is to make that strategy explicit.

The hardest to unpack is actually an implicit, not-great strategy with a tightly coupled (“optimized”) structure. HoNo...(2/n)

A curious situation is when the product strategy is in flux.

The structure is aligned around the “old” strategy. Which was implicit.

The new strategy is understood high level, but the details are murky.

This is SO confusing. It is uncomfortable (3/n)