Hi: Sorry, but I missed your question until now. Yes, I think of the first point you raise as “strategic thinking.” Or, rather, the two things you listed with the exception of the “execution plan” which I put in management — the ability to build stuff. Other resources: read my “How to Run a Quarterly Product Strategy Meeting” article on Medium. Track down Dan Olsen’s stuff on product strategy, too.

On your second point, “Prioritization skills” I tend to let the strategy help tease out what is more/less important? Is it on or of strategy? There are lots of frameworks out there that basically evaluate how much work it is, odds of success and potential magnitude for success. But, again, the “How to Run…” article may be helpful and I have a video, “From Strategy to Execution” on my baby website at www.gibsonbiddle.com.

How did I develop the two column framework. The PM skills are refinement over the years from Electronic Arts producer college. The right-hand column comes from interviewing many leaders across many different functions. On both sides of the ledger — both columns — I reflected on what folks I hired succeeded/failed in the roles I hired them for and basically asked, “did I evaluate the right skills?” and made lots of changes over the years.

I hope this is helpful.


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Former VP/CPO at Netflix/Chegg. Now speaker, teacher, & workshop host. Learn more here: www.gibsonbiddle.com or here: https://www.linkedin.com/in/gibsonbiddle/

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