STRATEGIC THINKING
Product Strategy
Whether your product strategy is specific, tradeoff-driven, and connected to real resource allocation and measurable outcomes, not a vision statement everyone in the room would agree to.
← All 16 dimensions in the competency frameworkWhat strong evidence looks like
- Names what the strategy explicitly excludes, and why
- Ties choices to competitive position and customer evidence, not just internal ambition
- Explains how resources were allocated differently because of it
- States how success is actually measured
What weak evidence looks like
- Vague vision language with no rejected alternative named
- Cannot say what the strategy chooses not to do
- No connection between the strategy and how resources or roadmap actually moved
A real follow-up question
“What did this strategy explicitly rule out, and what happened when a stakeholder pushed to include it anyway?”
Questions like this follow directly from what you just said, not from a fixed script -- they exist to find out whether an answer holds up, not to check a box.
Related dimensions in Strategic Thinking
See where you actually stand on this
A self-assessment only goes so far. The adaptive interview tests exactly this kind of evidence, in your own words, with follow-up questions built to find out whether it holds up.