How to Define Your Product Strategy

This is the foreword to a twelve-part series on product strategy.

That’s me, talking about product strategy in London.

Early in my career as a product leader, I learned to execute quickly, leading to success in building games and children’s software. But two things reinforced the value of strategic thinking for me. One good, another bad:

Fast forward to 2005 when I joined Netflix. I shifted my focus from satisfying customers to delighting them. I also learned about the balancing act of delight and margin, and what makes products hard-to-copy. And I learned to articulate a product strategy — a set of hypotheses for how to delight customers in hard-to-copy, margin-enhancing ways.

In 2010, I applied these approaches at Chegg, the textbook rental, and homework help startup. Today, Chegg is a public company with a market cap of $10B. I expect Chegg will grow in value just as Netflix did over the last ten years.

Crisp execution and high-cadence experimentation are critical, but having a clear product strategy supercharges your efforts. Strategic thinking enables you to think ahead, to effectively “skip quarters,” and to build enduring value.

What follows is a series of short essays that provide a step-by-step approach to define your product strategy:

I hope you find these essays helpful. Click below to read the first essay:

Essay #1: The DHM Model



Gibson Biddle

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Former VP/CPO at Netflix/Chegg. Now speaker, teacher, & workshop host. Learn more here: or here: