{"id":490,"date":"2019-10-23T11:21:48","date_gmt":"2019-10-23T11:21:48","guid":{"rendered":"https:\/\/itamargilad.com\/?p=490"},"modified":"2022-01-12T10:57:04","modified_gmt":"2022-01-12T10:57:04","slug":"product-strategy-must","status":"publish","type":"post","link":"https:\/\/itamargilad.com\/product-strategy-must\/","title":{"rendered":"Creating Product Strategy with Multiple Strategic Tracks (MuST)"},"content":{"rendered":"\n<p><\/p>\n\n\n\n<p>Product Strategy is hard. For most tech companies their first big product success is also their last.&nbsp;Finding a second hit is very hard no matter how much we invest in vision and strategy development. The core business somehow always generates 90%+ of revenue and engagement.<\/p>\n\n\n\n<p>But some companies are different. Consider these magical product sequences:<\/p>\n\n\n\n<ul><li>Apple: iPod \u2192 iPhone \u2192 iPad<\/li><li>Amazon: Book store \u2192 Everything store \u2192 Marketplace<\/li><li>Netflix: Mail-order DVDs \u2192 Video streaming \u2192 Originals<\/li><li>Google: Search \u2192 AdWords \u2192 Gmail \u2192 Chrome \u2192 Android<\/li><li>Tesla: Roadster \u2192 Model S \u2192 Model X \u2192 Model 3<\/li><\/ul>\n\n\n\n<p>How do they do it?<\/p>\n\n\n\n<p>Here\u2019s is the common-wisdom answer: a visionary leader + flawless strategy + a culture of innovation (etc.). It\u2019s a fantastic story that the companies and their leaders are only too happy to perpetuate.<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" src=\"https:\/\/miro.medium.com\/max\/1065\/0*Xnv247UOYykaohLL\" alt=\"\"\/><figcaption> Elon Musk explaining \u201cTesla\u2019s secret master plan\u201d while unveiling the Tesla Model 3<br><br> <\/figcaption><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"9492\">It Ain\u2019t Necessarily So<\/h2>\n\n\n\n<p>If you dig deeper, though, you find that the backstory is far more convoluted and messy than we were made to believe. Luck is always a major component in success, and the progression is is rarely (if ever)\u00a0Vision \u2192 Strategy \u2192 Product. if you\u2019ve been following my\u00a0articles you\u2019ll recognize the alluring siren song of\u00a0<a target=\"_blank\" rel=\"noreferrer noopener\" href=\"https:\/\/medium.com\/@itamargilad\/escaping-the-vicious-cycle-of-plan-execute-3f5885fb16db\">Plan-and-Execute<\/a>.<\/p>\n\n\n\n<p>Great vision and strategy are good stories written in hindsight.<\/p>\n\n\n\n<p>Here\u2019s a case in point \u2014 the iPhone <meta charset=\"utf-8\">\u2014 the most successful product of our generation. The official history is that the iPhone was the brainchild of Steve Jobs, derived form his bold\u00a0<a href=\"https:\/\/www.google.com\/url?q=https:\/\/en.wikipedia.org\/wiki\/Post-PC_era&amp;sa=D&amp;ust=1544730197028000\" target=\"_blank\" rel=\"noreferrer noopener\">post-PC vision<\/a>. Jobs was famously willing to bet on a high-risk product that will usher-in a new age of computing, even at the cost of cannibalizing Apple\u2019s thriving iPod business.<\/p>\n\n\n\n<p>Apple is usually extremely secretive, but the true story of the iPhone had gradually been allowed to leak out. In&nbsp;<a rel=\"noreferrer noopener\" href=\"https:\/\/www.google.com\/url?q=https:\/\/www.amazon.com\/One-Device-Secret-History-iPhone\/dp\/031654616X&amp;sa=D&amp;ust=1544730197029000\" target=\"_blank\">The One Device<\/a>&nbsp;Brian Merchant relays a detailed history of the iPhone as told by the people who built it.<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" data-src=\"https:\/\/miro.medium.com\/max\/1905\/1*d1PO2C6P-RLwdRqmK48UFA.jpeg\" alt=\"\" src=\"data:image\/gif;base64,R0lGODlhAQABAAAAACH5BAEKAAEALAAAAAABAAEAAAICTAEAOw==\" class=\"lazyload\" \/><noscript><img decoding=\"async\" src=\"https:\/\/miro.medium.com\/max\/1905\/1*d1PO2C6P-RLwdRqmK48UFA.jpeg\" alt=\"\"\/><\/noscript><\/figure>\n\n\n\n<p>Far from being a result of a premeditated strategy, the iPhone was a case of multiple strategic initiatives converging to create a perfect storm:<\/p>\n\n\n\n<ul><li><strong>Multi-touch<\/strong>&nbsp;\u2014 In 2002 a self-appointed group of Apple designers discovered nascent multi-touch technology and spent a year to improve it. After some convincing, Steve Jobs agreed to create a multi-touch tablet project codenamed Q79, but a year later the project was canceled due to cost. For awhile that looked like the end of multi-touch at Apple.<\/li><li><strong>Motorola Rockr e1&nbsp;<\/strong>\u2014 In 2004 Apple partnered with Motorola to create a phone with limited iPod functionality \u2014 connect to the iTunes store and download up to 50 songs. This was purely a defensive move meant to get people to open iTunes accounts and buy iPods for the full experience. The Motorola Rockr e1, launched in 2005, but it was slow and clunky, and did not sell well. Apple was unhappy with having limited control over the final product and aborted the strategy.<\/li><li><strong>AT&amp;T partnership<\/strong>&nbsp;\u2014 There was one upside to the Rockr project \u2014 through it Steve Jobs was able to forge a relationship with AT&amp;T wireless that lead to a unique agreement \u2014 AT&amp;T was willing to give Apple free hand in designing its future phone in exchange for exclusivity. This removed a major obstacle for the Apple phone. Up to this point Jobs didn\u2019t want to make one, fearing that carriers would meddle with the design (as they were accustomed to doing and still do). With the AT&amp;T agreement in place Apple was free to build the iPhone as it saw fit.<\/li><li><strong>iPod phone<\/strong>&nbsp;\u2014 Sensing the shift towards phones, the iPod team started a stealth project to create an iPod-based phone. The team demoed the prototype, a gutted iPod fitted with radio transceivers, a modem, and a&nbsp;<a href=\"https:\/\/www.google.com\/url?q=http:\/\/sonnydickson.com\/2017\/01\/06\/the-ipod-based-interface-that-lost-out-to-ios-for-the-iphone\/&amp;sa=D&amp;ust=1544730197031000\" target=\"_blank\" rel=\"noreferrer noopener\">click-wheel interface<\/a>, to Steve Jobs in 2004. Jobs didn\u2019t love it, but saw enough potential to create a project, codenamed P1 (the names were internationally meaningless to keep them obscure from the rest of Apple).<\/li><li><strong>Multitouch phone<\/strong>&nbsp;\u2014 Now determined to develop an Apple phone, Jobs challenged the ex-Q79 design team to design a multi-touch phone. After an arduous design marathon the team was able to show a demo that the CEO liked, which turned into a project, unsurprisingly named P2. Jobs then pitted projects P1 and P2 against each other in a race to build the better phone. Fierce internal rivalry ensued. Eventually the richer and easier-to-use multi-touch interface prevailed. P1 was canceled and the team switched to developing the hardware for P2, leveraging what they have learned. In true Apple style, the P1 team was not allowed to see the secretive multi-touch UI until a very late stage.<\/li><li><strong>The iPhone&nbsp;<\/strong>\u2014 The software team behind project P2 sensed a chance to create more than just a phone with multitouch. After long debates they convinced Jobs to let them equip the device with a miniaturized version of Mac-OS-X, later known as iOS. That turned the phone into a mobile computing device capable of running rich apps and doing multitasking. P2 became an ambitious and far reaching project \u2014 the Internet + dozens of apps in your pocket. It may be here that Apple\u2019s post-PC vision was born.<\/li><\/ul>\n\n\n\n<p>Apple found the vision and strategy for the iPhone through trial and error, and the process was as much bottom-up as top-down. Steve Jobs was not the all-knowing, all-seeing inventor. He was an opportunistic leader willing to test strategic ideas, shut down the ones that didn\u2019t work and push further the ones that that do. He connected the dots and created a coherent product and business out of disparate projects. He absolutely the title \u201cthe \u201dfather of the iPhone\u201d, just not in the way we think.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"a584\">Multiple Strategic Tracks (MuST)<\/h2>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\"><p> \u201cPeople think innovation is just having a good idea, but a lot it is just moving quickly and trying a lot of new things.\u201d \u2014 Mark Zuckerberg <\/p><\/blockquote>\n\n\n\n<p>Whether intentionally or not, great companies arrive at their product strategies through parallel explorations which I\u2019ll call here strategic tracks. This principle is so important that it deserves its own acronym \u2014 MuST.<\/p>\n\n\n\n<p>Strategic tracks test big ideas \u2014 new products, new business models, etc, by building short\/medium size projects. Each strategic track can be thought of as a series of experiment on a grand scale. The goal is as much discovery as validation \u2014 we start with an idea and see where it takes us.<\/p>\n\n\n\n<p>These are the strategic tracks that lead to the iPhone.<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" src=\"https:\/\/miro.medium.com\/max\/1600\/0*v6WwV7c9cKORdFLE\" alt=\"\"\/><\/figure>\n\n\n\n<p>As you can see the tracks are overlapping, sometimes even mutually exclusive. That\u2019s perfectly fine. We don\u2019t want to force the entire org to conform to just one, unproven strategy, that would be foolish.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\"><p> Testing multiple strategic ideas improves the odds of finding the next big thing. <\/p><\/blockquote>\n\n\n\n<p>MuST is the opposite of classic plan-and-execute strategy development:<\/p>\n\n\n\n<ul><li>It\u2019s not a about information gathering, analysis and careful planning and budgeting.<\/li><li>It doesn\u2019t necessarily follow one overarching, immutable vision. The vision evolves as we test different strategic ideas.<\/li><li>It\u2019s not conceived in an executive boardroom and handed out down to the troops for execution. With MuST strategy can emerge organically bottom-up as well.<\/li><li>It\u2019s not the brainchild of one, super-visionary, person.<\/li><\/ul>\n\n\n\n<p>Let\u2019s look at a few famous examples of use of MuST that demonstrate why it is so powerful.<br><\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"d989\">Google&#8217;s Early Product Strategy \u2014 Creating Optionality with MuST<\/h2>\n\n\n\n<p>\u201cA strategy with optionality is like a highway with multiple exits\u201d. \u2014 Nassim Taleb<\/p>\n\n\n\n<p>Here\u2019s a rough timeline of Google\u2019s product launches in its first few years.<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" src=\"https:\/\/miro.medium.com\/max\/1272\/0*y__RmC4PmIYn2rb8\" alt=\"\"\/><\/figure>\n\n\n\n<p>Google started out with Search and advertising. Then, somewhere in 2000\u20132001, it began branching out in multiple directions. The diagram shows only the most prominent products launched or acquired, but there were hundreds of other projects. Did Google lose its bearings?<\/p>\n\n\n\n<p>Thing make a lot more sense through the perspective of strategic tracks.<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" src=\"https:\/\/miro.medium.com\/max\/1374\/0*dav9453VFwHTCC0b\" alt=\"\"\/><\/figure>\n\n\n\n<p>Google&#8217;s product strategy was to build Web apps that will get more data and more people onto the Web. While many of the early projects weren\u2019t game-changers, they opened new strategic directions. Google Groups was a good prelude to Gmail. Froogle turned into Product Search, which is now Google Shopping. The unsuccessful Google Video lead to the 2006 acquisition of YouTube. Years later these are core products of Google that make it billions in revenue.<\/p>\n\n\n\n<p>Google made heavy use of the principle of optionality. Each track gave Google technology, code, inventions, market footprint, learnings, customer and partner relationships, at a relatively small cost. By 2005 Google had the option to enter Messaging, Geo, Media, Social and more. Some of these options it exercised, while others, like social networking, started by Orkut, it passed on. Through this process Google was able to diversify itself and avoid becoming a one-hit-wonder.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"df69\">Microsoft&#8217;s \u2014 Capitalizing on Strategic Opportunities with MuST<\/h2>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\"><p>&#8220;Success = talent + luck;<br>Great success = a little more talent + a lot of luck\u201d \u2014 Daniel Kahneman <\/p><\/blockquote>\n\n\n\n<p> In late 1980 Microsoft founders Bill Gates and Paul Allen were presented with a dilemma. Their biggest customer, IBM, had asked them to develop an operating system for its future personal computer, the IBM PC. Microsoft had never developed an operating system, and actually Gates and Allen believed that Unix will be the future PC OS. What were they to do? Microsoft, still in many senses a startup back then, could have rejected the offer and focused on its core products \u2014 programming languages and dev tools. Alternatively it could have pivoted and gone all-in on the operating system project. But Gates and Allen chose a third option \u2014 they acquired the rights to a rudimentary operating system aptly named QDOS (quick and dirty operating system) and within a year evolved it into PC-DOS which they sold to IBM. Hidden in the agreement was a clause that allowed Microsoft to resell the software, and resell it did.In the following years dozens of IBM-PC clone companies emerged and they all licensed their operating system from Microsoft. Microsoft\u2019s had found its big breakthrough by turning an opportunity into a strategic track. <\/p>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" src=\"https:\/\/miro.medium.com\/max\/1380\/0*CXukc41wfs6-FPPH\" alt=\"\"\/><\/figure>\n\n\n\n<p>Luck plays a much larger part in success than we think. Being in the right place at the right time is invaluable. The question is what do you do when opportunity knocks. Classic strategy theory will have you go through exhaustive research, analysis, deliberation and planning. Alas, no amount of research and deliberation could have predicted the impact of the IBM PC or of multi-touch. With MuST it\u2019s a matter of opening a new strategic track and seeing where it leads.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"9d95\">Netflix \u2014 Systemizing MuST<\/h2>\n\n\n\n<p>Netflix makes the most rigorous use of MuST. In this&nbsp;<a href=\"https:\/\/www.google.com\/url?q=https:\/\/medium.com\/speroventures\/how-to-run-a-quarterly-product-strategy-meeting-a-board-meeting-for-product-3a14c4d53d1b&amp;sa=D&amp;ust=1544730197039000\" target=\"_blank\" rel=\"noreferrer noopener\">article<\/a>&nbsp;former Netflix VP of product, Gibson Biddle, explains how the company creates \u201cswimlanes\u201d to test strategic hypotheses. Each swimlane has a team testing one strategic idea by building a series of tactical projects and experiments and measuring them against predefined metrics. At any given point Netflix has between 2 and 10 independent swimlanes.<\/p>\n\n\n\n<p>Here\u2019s what Netflix\u2019s strategic tracks might have looked like in the mid-2000s (right), when the company was trying to invent its streaming services, and what these end up in (left):<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" src=\"https:\/\/miro.medium.com\/max\/1457\/0*MqLdH-Ck6O8zunJz\" alt=\"\"\/><\/figure>\n\n\n\n<p>As an example, the \u201cmargin enhancement\u201d track tested different monetization options, including subscription, advertising and pay-per-view. The team discovered through experiments that the best model was an all-you-can-eat streaming subscription for ~$10\/month \u2014 basically what we have today.<\/p>\n\n\n\n<p>Periodically Netflix management adjusts the swimlanes: close ones that didn\u2019t lead to meaningful results (e.g Community and Exclusives), open others, and adjust the funding for existing swimlanes per their results. This is not unlike what Steve Jobs did at with the iPhone, but driven by data rather than product intuition. Netflix\u2019s use of MuST paid off \u2014 at 20+ years old it\u2019s a household name, enjoying revenue growth of ~40% YoY. With its current experimentation Netflix is likely able to test strategies even quicker, as it already demonstrated with its next breakthrough \u2014 Netflix Originals.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"f2d5\">The Anti-pattern of Product Strategy \u2014 Big-bet projects<\/h2>\n\n\n\n<p>So high-performance companies have used Multiple Strategic Tracks to great effect for decades, albeit with different approaches.<\/p>\n\n\n\n<p>Then, in the late 2000s, this happened:<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" src=\"https:\/\/miro.medium.com\/max\/1266\/0*-K-Nu-OYFIV5y2dk\" alt=\"\"\/><\/figure>\n\n\n\n<p>The phenomenal success of the iPhone and the iPad made everyone stop and question what they were doing. Every company wanted to be the next Apple and every leader wanted to be the next Steve Jobs. Everyone wanted to copy Apple\u2019s playbook. Ironically the wrong lessons were learned. We bought the PR story: a visionary CEO, top-down strategy, moonshot projects.All of a sudden everyone talked of \u201cgoing all-in\u201d, \u201cmaking big bets\u201d and \u201cmoonshot projects\u201d. Caution was thrown to the wind and strategic hypotheses were turned into white elephant projects with little or no validation. Dogma and hype replaced MuST. The result was a series of big, expensive failures: Google+, Google Glass, Facebook VR, Facebook Chatbots, Amazon Fire phone and others. It was quite depressing to watch.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"b68f\">Rediscovering MuST<\/h2>\n\n\n\n<p>Multiple Strategic Tracks is an extremely powerful product strategy pattern that is not going away. With the adoption of evidence-based development (Lean Startup, Design Thinking etc) more and more companies are rediscovering it. With today\u2019s rapid development, quick iteration method, MuST is no longer the prerogative of large&nbsp;companies. In fact any company that already found its first success should already be laying out strategic tracks for the&nbsp;next big thing. I\u2019ve even seen forward-looking startups do this successfully. If this is your situation you should give MuST a go \u2014 you never know when your first success will run out of steam.<\/p>\n\n\n\n<p><strong><em>To receive posts like these by email&nbsp;<\/em><\/strong><a href=\"https:\/\/www.google.com\/url?q=http:\/\/eepurl.com\/djUMjn&amp;sa=D&amp;ust=1523959361800000\" target=\"_blank\" rel=\"noreferrer noopener\"><strong><em>sign up to my newsletter<\/em><\/strong><\/a><strong><em>.<\/em><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Product strategy is hard. In this article I explain how to use the MuST technique to create a multi-hit product strategy. <\/p>\n","protected":false},"author":2,"featured_media":496,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"site-sidebar-layout":"default","site-content-layout":"default","ast-site-content-layout":"","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""}},"footnotes":""},"categories":[46],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v22.5 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Creating Product Strategy with Multiple Strategic Tracks (MuST) - Itamar Gilad<\/title>\n<meta name=\"description\" content=\"Product strategy is hard. In this article I explain how to use the MuST technique to create a repeated-hit product strategy, as used byApple, Google and Netflix.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/itamargilad.com\/product-strategy-must\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Creating Product Strategy with Multiple Strategic Tracks (MuST) - Itamar Gilad\" \/>\n<meta property=\"og:description\" content=\"Product strategy is hard. In this article I explain how to use the MuST technique to create a repeated-hit product strategy, as used byApple, Google and Netflix.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/itamargilad.com\/product-strategy-must\/\" \/>\n<meta property=\"og:site_name\" content=\"Itamar Gilad\" \/>\n<meta property=\"article:published_time\" content=\"2019-10-23T11:21:48+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2022-01-12T10:57:04+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/itamargilad.com\/wp-content\/uploads\/2019\/10\/iPhone-Strategy-v1.png\" \/>\n\t<meta property=\"og:image:width\" content=\"1247\" \/>\n\t<meta property=\"og:image:height\" content=\"700\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"author\" content=\"Itamar Gilad\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Itamar Gilad\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"12 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\/\/itamargilad.com\/product-strategy-must\/\",\"url\":\"https:\/\/itamargilad.com\/product-strategy-must\/\",\"name\":\"Creating Product Strategy with Multiple Strategic Tracks (MuST) - Itamar Gilad\",\"isPartOf\":{\"@id\":\"https:\/\/itamargilad.com\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\/\/itamargilad.com\/product-strategy-must\/#primaryimage\"},\"image\":{\"@id\":\"https:\/\/itamargilad.com\/product-strategy-must\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/itamargilad.com\/wp-content\/uploads\/2019\/10\/iPhone-Strategy-v1.png\",\"datePublished\":\"2019-10-23T11:21:48+00:00\",\"dateModified\":\"2022-01-12T10:57:04+00:00\",\"author\":{\"@id\":\"https:\/\/itamargilad.com\/#\/schema\/person\/ccc6c1c663323d6ad2eeeff63aa1250f\"},\"description\":\"Product strategy is hard. In this article I explain how to use the MuST technique to create a repeated-hit product strategy, as used byApple, Google and Netflix.\",\"breadcrumb\":{\"@id\":\"https:\/\/itamargilad.com\/product-strategy-must\/#breadcrumb\"},\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\/\/itamargilad.com\/product-strategy-must\/\"]}]},{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\/\/itamargilad.com\/product-strategy-must\/#primaryimage\",\"url\":\"https:\/\/itamargilad.com\/wp-content\/uploads\/2019\/10\/iPhone-Strategy-v1.png\",\"contentUrl\":\"https:\/\/itamargilad.com\/wp-content\/uploads\/2019\/10\/iPhone-Strategy-v1.png\",\"width\":1247,\"height\":700},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\/\/itamargilad.com\/product-strategy-must\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Home\",\"item\":\"https:\/\/itamargilad.com\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Creating Product Strategy with Multiple Strategic Tracks (MuST)\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\/\/itamargilad.com\/#website\",\"url\":\"https:\/\/itamargilad.com\/\",\"name\":\"Itamar Gilad\",\"description\":\"High-Impact Product Management\",\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\/\/itamargilad.com\/?s={search_term_string}\"},\"query-input\":\"required name=search_term_string\"}],\"inLanguage\":\"en-US\"},{\"@type\":\"Person\",\"@id\":\"https:\/\/itamargilad.com\/#\/schema\/person\/ccc6c1c663323d6ad2eeeff63aa1250f\",\"name\":\"Itamar Gilad\",\"sameAs\":[\"http:\/\/itamargilad.com\"]}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"Creating Product Strategy with Multiple Strategic Tracks (MuST) - Itamar Gilad","description":"Product strategy is hard. In this article I explain how to use the MuST technique to create a repeated-hit product strategy, as used byApple, Google and Netflix.","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/itamargilad.com\/product-strategy-must\/","og_locale":"en_US","og_type":"article","og_title":"Creating Product Strategy with Multiple Strategic Tracks (MuST) - Itamar Gilad","og_description":"Product strategy is hard. In this article I explain how to use the MuST technique to create a repeated-hit product strategy, as used byApple, Google and Netflix.","og_url":"https:\/\/itamargilad.com\/product-strategy-must\/","og_site_name":"Itamar Gilad","article_published_time":"2019-10-23T11:21:48+00:00","article_modified_time":"2022-01-12T10:57:04+00:00","og_image":[{"width":1247,"height":700,"url":"https:\/\/itamargilad.com\/wp-content\/uploads\/2019\/10\/iPhone-Strategy-v1.png","type":"image\/png"}],"author":"Itamar Gilad","twitter_card":"summary_large_image","twitter_misc":{"Written by":"Itamar Gilad","Est. reading time":"12 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"WebPage","@id":"https:\/\/itamargilad.com\/product-strategy-must\/","url":"https:\/\/itamargilad.com\/product-strategy-must\/","name":"Creating Product Strategy with Multiple Strategic Tracks (MuST) - Itamar Gilad","isPartOf":{"@id":"https:\/\/itamargilad.com\/#website"},"primaryImageOfPage":{"@id":"https:\/\/itamargilad.com\/product-strategy-must\/#primaryimage"},"image":{"@id":"https:\/\/itamargilad.com\/product-strategy-must\/#primaryimage"},"thumbnailUrl":"https:\/\/itamargilad.com\/wp-content\/uploads\/2019\/10\/iPhone-Strategy-v1.png","datePublished":"2019-10-23T11:21:48+00:00","dateModified":"2022-01-12T10:57:04+00:00","author":{"@id":"https:\/\/itamargilad.com\/#\/schema\/person\/ccc6c1c663323d6ad2eeeff63aa1250f"},"description":"Product strategy is hard. In this article I explain how to use the MuST technique to create a repeated-hit product strategy, as used byApple, Google and Netflix.","breadcrumb":{"@id":"https:\/\/itamargilad.com\/product-strategy-must\/#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https:\/\/itamargilad.com\/product-strategy-must\/"]}]},{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/itamargilad.com\/product-strategy-must\/#primaryimage","url":"https:\/\/itamargilad.com\/wp-content\/uploads\/2019\/10\/iPhone-Strategy-v1.png","contentUrl":"https:\/\/itamargilad.com\/wp-content\/uploads\/2019\/10\/iPhone-Strategy-v1.png","width":1247,"height":700},{"@type":"BreadcrumbList","@id":"https:\/\/itamargilad.com\/product-strategy-must\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https:\/\/itamargilad.com\/"},{"@type":"ListItem","position":2,"name":"Creating Product Strategy with Multiple Strategic Tracks (MuST)"}]},{"@type":"WebSite","@id":"https:\/\/itamargilad.com\/#website","url":"https:\/\/itamargilad.com\/","name":"Itamar Gilad","description":"High-Impact Product Management","potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/itamargilad.com\/?s={search_term_string}"},"query-input":"required name=search_term_string"}],"inLanguage":"en-US"},{"@type":"Person","@id":"https:\/\/itamargilad.com\/#\/schema\/person\/ccc6c1c663323d6ad2eeeff63aa1250f","name":"Itamar Gilad","sameAs":["http:\/\/itamargilad.com"]}]}},"_links":{"self":[{"href":"https:\/\/itamargilad.com\/wp-json\/wp\/v2\/posts\/490"}],"collection":[{"href":"https:\/\/itamargilad.com\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/itamargilad.com\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/itamargilad.com\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/itamargilad.com\/wp-json\/wp\/v2\/comments?post=490"}],"version-history":[{"count":2,"href":"https:\/\/itamargilad.com\/wp-json\/wp\/v2\/posts\/490\/revisions"}],"predecessor-version":[{"id":1472,"href":"https:\/\/itamargilad.com\/wp-json\/wp\/v2\/posts\/490\/revisions\/1472"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/itamargilad.com\/wp-json\/wp\/v2\/media\/496"}],"wp:attachment":[{"href":"https:\/\/itamargilad.com\/wp-json\/wp\/v2\/media?parent=490"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/itamargilad.com\/wp-json\/wp\/v2\/categories?post=490"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/itamargilad.com\/wp-json\/wp\/v2\/tags?post=490"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}