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管理 > Technical Strategy > Flashcards

Technical Strategy Flashcards

1
Q

4 Levels of Technical Strategy

A
  1. The technical strategy portfolio
  2. Company and technical strategy calibration
  3. Generating new ideas and making trade-offs
  4. Strategic execution
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2
Q

The technical strategy portfolio

A

Every work can potentially be put into one of the buckets below
Product, Scale and Risk

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3
Q

Generating new ideas and making trade-offs

A

Our goals should be right on the edge of wildly ambitious but technically feasible

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4
Q

Scale work

A
  1. Maintenance
  2. Developer Efficiency
  3. Technical Improvements, resolving performance or availability issues.
  4. Velocity Enablement, creating speed in future efforts
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5
Q

Risk work

A
  1. Ops Improvements, improve infrastructure and product reliability
  2. Security Improvements
  3. Regulatory compliance
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6
Q

Metrics that matter

A
  1. Financial metrics

2. Customer metrics

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7
Q

Supporting metrics

A

Metrics that improve the north star metrics

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8
Q

Obstacles to creating a balanced portfolio

A

Root Causes Solutions
Wrong frame of reference Categorize engineering work in a portfolio
No outcomes Identify the right outcomes
No definition of good Set thresholds to assess outcomes

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9
Q

When to best do scale work

A

Early-stage - hurt product to market
At the growing stage
Mature - Open a window for competitors to catch up

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10
Q

Use case map

A

Problem: The problem the product solves in the words of the user or customer
Persona: Who faces the problem
Value Proposition: Why a user or customer chooses your product to solve their problem instead of the alternatives
Alternatives: Alternatives they consider to solve the problem

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11
Q

Competitive Landscape

A
  1. Direct competitors
  2. Indirect alternatives
  3. Adjacent markets
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12
Q

Where to set the threshold?

A
  1. What do our customers care about? Identify specific tech capabilities that can deliver it
  2. What experience issues do we manually fix?
  3. User psych explains where friction is tolerable and where it isn’t
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13
Q

What should the threshold be?

A
  1. Product data
    1.1 Evaluate outlying 5%
    1.2 Evaluate performance across persona dimensions
    2 Customer data
    2.1 Explore data to see where customers are having problems
    2.2 Analyze problems by reviewing segments of the target persona
    3 Competitor data
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14
Q

Risk work type

A
  1. Operational risk, Issues that impact performance or availability
  2. Security risk
  3. Regulatory risk
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15
Q

Risk work outcomes

A

Type of risk -> outcome -> impact
Operational Sliding Scale Acquisition
Security Retention
Regulatory Binary Other costs

Risk = likelihood * impact
Likelihood = timeframe + probability
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16
Q

Risk work thresholds

A

Customer constraints/tolerant
Financial constraints/tolerant
Resource constraints

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17
Q

The strategy stack

A

Mission: The change your company wants to bring to the world
Company Strategy: The plan you have to bring your company’s mission into being
Function Strategy: Plan for how a specific function will drive its part of the company strategy
Functional Roadmap: The sequence of features that implement the product strategy
Functional Goals: Outcomes of the roadmap that measure product strategy progress.

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18
Q

Technical Strategy in the strategy stack

A 
Mission
Company Strategy
Function Strategy = Technical Strategy
Functional Roadmap
Functional Goals
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19
Q

Technical Strategy Calibration Horizontally

A

Marketing Strategy and Product Strategy

20
Q

Key to calibrating strategy

A

Speak the same language. Like travelling

21
Q

Acquisition

A

Get more new users

22
Q

Acquisition - Marketing Funnel

A

Awareness
Consideration
Conversion
Loyalty

23
Q

Acquisition - Acquisition Loops

A

Viral: Fuel/Constraint Users
Content: Fuel/Constraint Content & Timeline
Paid: Fuel/Constraint The amount of capital available to reinvest

24
Q

Acquisition - Alleviating Acquisition Constraints

A

Remove friction in an existing strategy
Improve the quality of users in an existing strategy
Enable new acquisition sources with a new technology

25
Q

Retention & Engagement

A

How do we retain and engage new customers or users to the product?

26
Q

Retention & Engagement

A

High acquisition and low retention is like a leaking bucket

27
Q

Inputs into Retention

A

Activation
Engagement
Resurrection

28
Q

Organic Habit Loop

A

Organic trigger (can add triggers here to enforce the habit by users, company or environment)
Action
Reward

29
Q

Strategies to increase engagement

A
  1. More use cases
  2. More feature usage
  3. Increase frequency of use
  4. Increase intensity of use
30
Q

Finance Strategies

A

How does your company make money?

31
Q

Finance Strategies - Monetization models

A

Transaction models: Constraints - User volume, products per user and transaction profitability
Subscription models: Constraints - User volume, Subscription length and subscription profitability
Advertise models: Constraints - User volume, Ad views per users and Ad profitability
Marketplace models: Constraints - Marketplace Liquidity, transaction volume and transaction profitability

32
Q

Finance Strategies - Finance models attributes

A

Growth Expectations
Exist Goals
Timeline

33
Q

Finance Strategies - Finance models

A 
Bootstrapped
Debt
Public Shareholders
Private Equity (PE)
Venture Capital (VC)
34
Q

Finance Strategies - Finance decision rubric

A

Cost management

35
Q

Finance Strategies - Finance decision rubric - Cost management

A 
Use the money to buy time
Evaluating cost
1. Opportunity Cost
2. Marginal Return
The focus is on initiatives where the marginal return is larger than the opportunity cost of your next-best option

Use time to save money
Unit Economics
1. Build a baseline
2. Forecasting expenses

36
Q

Finance Strategies - Finance decision rubric - Resource Availability

A

Flexible vs Fix

37
Q

Finance Strategies - Finance decision rubric - Risk Appetite

A

Low vs High

38
Q

Solution Development Toolkit

A

Divergent thinking - generate ideas

Convergent thinking - make trade-offs

39
Q

Convergent thinking - Making trade-offs

A
  1. Guiding principles
  2. Build or buy
  3. Scope, time and resources
40
Q

Convergent thinking - Making trade-offs - Guiding principles

A
  1. Customer principles

2. Development principles

41
Q

Convergent thinking - Making trade-offs - weak code ownership

A 
Pros
1. Independent teams
2. Faster no dependencies
Cons
1. Small inefficiencies
2. Stringent processes
3. Duplicate waste
42
Q

Convergent thinking - Making trade-offs - When to Break Guiding principles

A

Break principle
1. when principle doesn’t serve its purpose
2. Responsible maintenance
3. Conflicting principle
Change principle
When the product, market or company changes

43
Q

Convergent thinking - Making trade-offs - Build or Buy

A
  1. Strategic Value
  2. Available resources (also consider maintenance)
  3. Cost
  4. Vendor reliability
44
Q

Convergent thinking - Making trade-offs - Scope, time and resources - Don’t add more resources

A
  1. When working across shared surfaces
  2. When writing code in the same files
  3. When work is customer experience integration, mostly depending on a central team/code
  4. When it’s late in the project
  5. When the work is highly specialized
  6. When an exploratory, nimble team is needed
45
Q

Strategic Execution - Execution Approach

A
  1. Designing execution systems

2. Delivering continuous customer value

46
Q

Strategic Execution - Execution Approach - Designing execution systems

A

Design system to increase speed

  1. Run one-week sprints
  2. Commit to less each sprint
  3. Reduce distractions
47
Q

Strategic Execution - Execution Approach - System health

A

Evaluation metrics

  1. Availability metrics
  2. 1 Network uptime
  3. 2 Functional uptime
  4. 3 Number of major incidents
  5. Delivery metrics
  6. 1 Deployment frequency
  7. 2 Lead time, amount of time between product request and when it is merged
  8. 3 Change fail percentage, rollback%
  9. 4 Mean time to restore (MTTR)
  10. 5 Sprint pass rate (sprint 100% done)

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