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What is your position with a partner? How does the partner see you in SWOT terms? Send us your SWOTanalysis. This is a system message. WHY Analysis Template. How to Guide. Featured Examples. Create a Gap Analysis to understand your current vs future state. Create a Stop, Start, Continue to analyze what's working, what's not working. Create a Scrum Board leveraging an agile process framework. Create an OKR Goal to set ambitious objectives and outcome based key results.

Many teams I have worked with knew fairly well what they wanted to build — the features and functions of their systems. Some of them also knew how they would implement these features and how this might help their customers or users. But too few of them knew why they built that product in the first place. It is the answer to the question of why this product is being developed. So development starts with why , the Product Vision. Then Product Owner can think about how this purpose might be fulfilled, the functions and features of the product in the Product Backlog.

Good organisations implement the right strategies with the right people in the right way. Getting the right people — and giving them the support they need — is crucial. Who are the kinds of people we need in order to reach the goals? What is the kind of spirit — the behaviour and characteristics — these people need to demonstrate?

What are the skills they need to have? How can we find these people? What will be the specific responsibilities of these various people in working towards achieving the goals? How can we make clear working contracts about their specific contributions? What is the support they will need to achieve the goals? Starting from the destination and working backwards, create a road map for achieving the goals. This can include:. The Quotes: The actual words that you would like to hear people saying about your work at various points along the road.

These quotes can be from colleagues, customers and other people. Such quotes help to bring the road map to life. There are many ways to make such a road map. The one shown below invites people to describe their goals under the 3 Ps: Profits, Products and People. They then describe what should be happening under each heading at various dates along the road.

You may, however, use a different template with different categories. Another approach is to do a shorthand version of this road map. Perhaps outlining some of the key milestones on the journey. This can be useful if you are simply giving an elevator pitch that outlines what should be happening by when. If so, you may prefer to complete the following exercise.

There are many ways to clarify the strategy for achieving your goals. To build a tribe of customers, you need to get laser-focused on who these people are. This makes it hard to narrow down to the Core Customer that will ultimately drive their growth. When we get to the nitty-gritty of working out their Core Customer, I guide clients to focus first and foremost on the ones who buy at maximum profit.

Perhaps these customers buy the fullest range of services or have the potential to do so. Then we narrow it down to one who best represents the customers they need to target.

We give them a name. Then we start to profile this customer archetype — what is Andrew trying to do in his business? Does he have a transformational challenge? What insights tell his story? What is his background? Then I get them to work out how Andrew is likely to buy — and where they fit in this buying journey. Finally, and most importantly, how do they want Andrew to feel when he signs on the dotted line? Otherwise, you lose the connection between how you want them to feel when they do business with you and your purpose.