Business Value Levels

Strategy Deployment Levels (1, pg 75)

Vision	What do we want to be in 5-10 years? Value for customers, position in market, what our business looks like	CEO/ Leadership
Strategic Intent	What business challenges are standing in the way of reaching our vision	Senior leadership Business leads
Product Initiative	What problems can we address to tackle the challenge from a product perspective?	Product leadership team
Options	What are the different ways I can address those problems to reach my goals?	Product Dev teams

Business Value Types

Framework for thinking about value by Joshua Arnold (1, pg 82)

Increase Revenue – Increasing sales to new or existing customers. Delighting or Disrupting to increase market share and size

Protect Revenue – Improvements and incremental innovation to sustain current market share and revenue figures

Reduce Costs – Costs that we are currently incurring, that can be reduced. More efficient, improved margin or contribution

Avoid Costs – Improvements to sustain current cost base. Costs we are not currently incurring but may do in the future

Project Rather than Product Management Smell

Build Trap (1, pg 1)

Build Trap = organizations become stuck measuring their successes by outputs rather than outcomes. […] When companies stop producing real value for the users, they begin to lose market share, allowing them to be disrupted.

Progress Focus Powerful Questions (2, pg 80)

For when a company is focusing on percent complete, status, or points rather than value

• Could we achieve all of these measure and still be unsuccessful?
• How are we validating assumptions about the user needs of the market demand?
• What are we learning about value? How I this guiding our product decisions?
• What has changed with our users or our competitive environment since we began this initiative?

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References

1. Escaping the Build Trap by Melissa Perri
2. Mastering Professional Scrum by Stephanie Ockerman and Simon Reindl