Novo artigo do Joca muito bom refletindo sobre conversas de produto no nível de Board.
highlights:
These experiences taught me that, for product to be a productive topic in board discussions, a few conditions must be met:
- Clear product vision and strategy: It’s the responsibility of the senior product leader (CPO, CTO, CEO, or Founder) to define and communicate a clear product vision and strategy. This strategy should include key topics such as team structure and size, as well as the product portfolio. Portfolio discussions often involve a “build vs. buy” evaluation, where the “buy” path may trigger mergers and acquisitions (M&A) conversations. If that experience is lacking internally, it’s worth bringing in external support, which may or may not come from the board itself.
- Annual strategy review: The product vision and strategy should be reviewed at least once a year by the board, ideally at the end of Q3 or, at the latest, the beginning of Q4. This review should also cover the team structure and size, as well as the outlook for the product portfolio and its priorities. These conversations are essential for aligning investments and informing next year’s planning.
- Quarterly execution updates: During regular board meetings throughout the year, the product leader should report on the strategy’s execution. The board should follow not only what was delivered, but also the results achieved, and provide support on any impediments that may be slowing progress. Updates may include changes in team structure, key learnings from portfolio evolution, and strategic pivots based on product performance.
- Creating a Product Committee: Just as boards often have Audit or Compensation Committees, a Product Committee with regular monthly meetings can be a valuable space to delve deeper into vision, strategy, team structure, and portfolio management.
No in;icio do artigo ele cita também esse artigo da Talita:
highlights:
…o portfólio é um espelho das apostas estratégicas:
- quais segmentos estão sendo atendidos?
- que problemas estão sendo resolvidos?
- quais diferenciais estão sendo construídos?
- onde a empresa está disposta a investir tempo, orçamento e talento?
É preciso perguntar:
- Quais produtos representam de fato nosso diferencial competitivo?
- Estamos desenvolvendo o que vai sustentar nosso crescimento nos próximos anos — ou apenas mantendo o que já existe?
- Onde há sinergia (ou conflito) entre as ofertas da empresa?
- Qual o custo de oportunidade de manter o portfólio atual?