Our ONE number

• Leading: Trios strongly agree with "I can answer with confidence what the overall product annual goals are and the product strategy that formed them"
• Leading: Stakeholders strongly agree with "The reasons why this squad is focusing on this strategy (field of opportunities) is not only clear, but gets me excited for the future / impact on the business strategy"
• Lagging: When annual squad goals are hit, it results in the lagging indication outcomes defined at the Company Strategy level.

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This Assignment is very similar to Opportunity Tree Caretaker. The only difference is in scale. Where Oppty Forest Groundskeepers focus on the annual and multi-year sized objectives, the Oppty Tree Caretakers focus on the quarterly sized objectives. The motions are very similar however.

Below, in the Oppty Tree anatomy section, you'll notice that the "roots" are product strategy. We are the ones that tend to the ground so that the roots of the opportunity trees are healthy.

One day, if the entire company uses MAAP, we will break out those who set the company goals and strategy from those that set the product goals and strategy. However, for now this one Assignment is also responsible for helping set both.

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Below are concepts that are needed to be understood in order to fully grasp this Assignment

You'll see these repeated in all Discovery/Shaping Assignments

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Opportunity Tree anatomy

• The Seeds aka Company Strategy
  • When we ask "How might we achieve our company mission/vision" it results in...
  • The 1-3 year outlook; Exec team accountable, everyone responsible
• Roots aka Product Strategy
  • When we ask "How might we achieve our company strategy" it results in...
  • The viability and value impact measures the Betting Table sets annually; VP Product accountable, everyone in Product responsible
• The Trunks aka the annual OKRs
  • When we ask "How might we achieve our product strategy" it results in...
  • The primary objectives and key results a squad devises in response to the annual strategy (lagging indicators)
• The Branches aka the Opportunities
  • When we ask "How might we achieve the annual OKRs"
  • The 1 - 2 big-bet-cycle sized needs, wants, desires, and/or problems represented by leading indicator desired outcomes
• The Leaves aka the Solutions
  • When we ask "How might we achieve the outcomes defined in the opportunities given to us within the appetite set" – this is called Shaping...
  • When we ask "How might we deliver the value hypothesized by the shaped work" – this is called Launching...
  • When we ask "How might we sense and respond to what was launched and help us iterate to achieve the value we set out to achieve" – this we refer to as Continuous Learning
  • Ultimately, Leaves are the things we build that we hope deliver value to clients that works for the business
• The Fruit aka the Client Results
  • If all goes according to plan, the Leaves will bear fruit that clients/partners love! This will give us more nourishment which feeds the roots and produces more seeds

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Continuous Value Delivery Crew (cVd6)

This Assignment is special in that it is a direct member of the "cVd6". The collection of 6 key Assignments needed for continuous value delivery. Though many other Assignments are necessary, the following are the skeleton of any ProdDev initiative.

1. Actively listen to clients, partners, and stakeholders...
   • "Those who are closest to the customer, will win" – Product Fact
   • Insight Excavators seek out, dig for clarity via inquiry (or excavate 😎), synthesize, and log (via snapshots)
   • Their primary workspace is the Insights tab on ProductBoard
2. Convert the raw excavated Insights into refined Opportunities
   • Opportunities come in a few shapes and sizes. From small Value Enhancements to Big Bet Oppty Canvases. It is the responsibility of the Insight to Opportunity Alchemists to perform the wizardry necessary to do this conversion. They are responsible for ensuring the Oppties are clear, have evidence, and a desired outcome.
   • Their primary workbench is the Features tab in ProductBoard (taking Insights on the Insights tab and connecting them to products, components, features, and sub-features)
3. Prioritize and appetite-ify the Opportunities
   • Opportunity Tree Caretaker's primary *Given they are the deciders, the Caretaker's primary workbench is the "Top 7" on the roadmap tab in ProductBoard (pulled from the products, components, features, and sub-features on the features tab)
4. Shape solutions that may result in the desired outcome at the center of the Opportunities
   • Value Shapers design, prioritize, decompose and sequence... what we call Shape... what is built
   • Their primary workbench are the Oppty Canvases, specifically the project brief / guided tour within them
5. Build the solution
   • There are too many Assignments involved in building to list here. The Value Shapers are expected to be the leaders ensuring the value is built well.
6. Launch the Value
   • Launch Coordinators are the air traffic controllers of all launches. Their primary job is to ensure all teammates (strongly) agree: “I was prepared to not only serve our clients at an expert level, but I am able to bring excitement to our clients about the changes we’ve made to our product.”
   • Their primary workbench is the Portal tab of ProductBoard, where we showcase what we've launched (as well as the internal roadmaps, which will include launch effectiveness measures where appropriate)
7. We launch to learn
   • Launching is but a single step in the endless flow of continuous value delivery that the CP Product team subscribes to. We are not a feature factory, but instead we aspire to be a true Product team. If we aren't learning (what works, what doesn't, and how it impacts client results and business outcomes), then we are not doing our job. Data Analysts ensure we are learning from every launch. Taking those learnings and converting them into Insights (and the continuous flow starts all over again... if done well it is like fission, where it never stops and gets more and more powerful over time).

This sequence starts with clear company goals and strategy that lead to clear product/squad goals and strategy. The responsibility of ensuring the goals and strategies at that level are clear falls to Opportunity Forest Groundskeepers.