Chandra Janakiraman has developed the most straightforward and repeatable product strategy playbook I’ve ever seen. It's based on his decades of experience leading product teams at Meta, Zynga, Headspace, and now VRChat, and gives leaders a step-by-step guide to creating winning strategies, over and over again. If you've ever... wondered WTF is strategy, or how to develop a clear strategy, this episode is for you. In our conversation, Chandra shares: 🔸 His 5-step playbook for developing a product strategy 🔸 The difference between “small s” and “big S” strategy 🔸 Who should be involved in strategy work 🔸 Common pitfalls in strategy development 🔸 The role of AI in strategy development 🔸 Much more Listen now 👇 • YouTube: • Spotify: • Apple: Thank you to our wonderful sponsors for supporting the podcast: 🏆 @Get_Eppo — Run reliable, impactful experiments: 🏆 Airtable — Launch to new heights with a unified system for product: development 🏆 OneSchema — Import CSV data 10x faster:show more

Some key takeaways: 1. Product strategy sits between mission/vision and execution plans, forcing choices about where to deploy scarce resources for maximum impact. A good strategy includes three key components: a. A handful of focus areas (strategic pillars) b. Areas explicitly not in focus c. Clear reasoning for both choices 2. The “small s” strategy process takes 8 to 12 weeks and consists of five phases: a. Preparation (4 weeks): Form a working group (engineering, product, design, data), and gather inputs including behavioral data, user research, leadership interviews, competitive analysis, and user observations b. Strategy sprint (1 week): Share findings, identify problems, cluster into opportunities, and select 3 to 5 strategic pillars c. Design sprint (1 week): Create illustrative concepts to bring the strategy to life d. Document writing (1 to 2 weeks): Craft a cohesive strategy narrative e. Rollout (2 to 3 weeks): Share with stakeholders and gather alignment 3. For longer-term strategic thinking, use the “big S” approach, which: a. Takes a more aspirational view (5- to 10-year horizon) b. Is typically led by design/research rather than product c. Focuses on envisioning distinct future scenarios d. Uses concept prototypes to test and validate ideas e. Can run in parallel with “small s” strategic work 4. When evaluating potential strategic pillars, assess them across four key dimensions: a. Expected impact b. Certainty of impact c. Clarity of levers d. Whether the levers are unique/differentiated 5. Strategy development will feel challenging and frustrating during the process—this is normal. Success requires: a. Leaders who can integrate diverse viewpoints b. Low-ego facilitators focused on bringing the team together c. A playful approach to keep energy high during intensive work d. Willingness to pivot based on execution results 6. The ultimate test of any strategy is results. Even a perfectly crafted strategy has no inherent business value until execution proves its merit. Teams must: a. Test strategies through execution b. Have the humility to acknowledge what isn’t working c. Double down on what shows promise d. Be willing to pivot when needed 7. AI is already useful for strategy work in two key ways: a. Supporting preparation-phase research (competitive analysis, trend identification) b. Generating “mock strategies” as input into the process Future AI applications may include multi-agent systems that can continuously optimize specific product areas, like onboarding.

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@Meta @zynga @Headspace @VRChat This is excellent advice. Would only add that without the right culture, strategy defining is an exercise to make you feel smart.

@Meta @zynga @Headspace @VRChat With so many insights shared, what part of Chandra’s playbook do you think is the most challenging yet rewarding for product leaders to implement?

@Meta @zynga @Headspace @VRChat This was another good one. You are on a roll.