![]() We run a few $100 voting exercises to get a pulse on where we may have some alignment versus not, then we debate further and ultimately decide. Then smaller groups of leaders develop strategies against those key challenges, and the group reviews them together. As a group, we enumerate and rank the key challenges facing the business. So we start our annual planning by reviewing our best insights from our Customers team and Data and Insights team with the goal of determining the most important challenges to address. One of the core ideas behind the book is that good strategy is an answer to a specific challenge. To arrive at Big Bets, we use a strategy process that is inspired by one of my favorite strategy books, called Good Strategy Bad Strategy. We start with Big Bets, and those ladder into Quarterly Plus planning (more on this below). At the same time, six-week sprints felt like the right window for running fast against specific commitments where we had confidence or something specific we wanted to learn.įor the past two years or so, with a PM team of 12 to 15, we do what I call “Quarterly Plus” planning. During H1 (first half of the year) and H2 (second half of the year) planning, we made the space we needed to do more long-term strategy work for the company. At that time, we moved to six-week sprints, along with H1 and H2 planning. The two-week sprints started to feel a little frantic, and we felt the need to create space to strategize on the longer arc of what we wanted to accomplish. By this time, we had beta customers that the team was working closely with, and the shape of the product was more known. Later, the company grew to roughly 30 engineers and four or five PMs. ![]() The team was composed of two or three PMs and 10 to 15 engineers during this period. The six-week check-ins provided a good moment to reflect on what we learned, improve our team’s rituals, and quickly plan for the next two weeks. Then, every three sprints (or six weeks), we’d pop our heads up and do a check-in. The two-week sprints felt fast and like the team was on the hook to deliver a lot of product and learning in a short span. We’d get small teams together, and they’d run a daily standup to figure out what to accomplish that day. In the early days, we started with two-week sprints. ![]() So if you’re planning for a quarter, your planning period should be slightly less than nine days. As we progressed along that journey over the past seven years, the way we plan evolved a lot.Īs a general rule, though, our view is that planning should take up no more than 10% of the execution time period. The planning motion you need to build a nascent product with few customers is quite different from that of a more developed product with lots of established customers. ![]()
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