Cassidy Fein is currently leading growth for Autopatch within Windows Servicing and Delivery at Microsoft. Based in NYC, she has over 10 years of experience driving product innovation, scaling teams, and delivering customer-centric solutions. Throughout her career, she’s demonstrated a passion for empowering the next generation of product leaders, especially through her teaching with Mind the Product.

In this episode, Cassidy sits down with Product Momentum co-hosts Sean Murray and Dan Sharp to take a closer look at product strategy – and its execution. Using Nvidia as an example, Cassidy describes how the chip maker applied three core tenets of strategy, as outlined by Richard Rumelt in his book, Good Strategy, Bad Strategy, to become one of the world’s most valuable companies. They are:

First, declare your hypothesis that gets at the root cause of the problem. Next, apply a guiding policy – your overall approach to solving it. Finally, execute a coherent action that not only makes sense to your team, but also aligns with everything your team is driving toward.

Here’s what else you’ll learn from Cassidy:

What Good Strategy Looks Like

Cassidy explores the characteristics of good and bad strategy, and explains how knowing the difference can empower teams. There’re a couple ways to look at this, she says.

“First, a good strategy should be easy to understand,” Cassidy adds. “You shouldn’t have to have a deep, complex understanding of your space and the technology within it to be able to explain it to someone else. A good strategy is also actionable; it includes all the things you and your team are doing to ladder up to fulfill that strategy.”

Creating a Local Strategy

When the overarching company strategy is unclear, teams should work to create their own local strategy.

“I try to empower folks to understand how, by creating a local strategy, they can make their teams understand what it is that they’re trying to accomplish. As long as you’re able to protect your local area, protect your space, and make sure that that it’s cogent,” Cassidy explains, “you’re likely to have better success.”

The Consultant’s Mindset

When product managers adopt a consultative mindset – i.e., understanding their market, competition, and how their products generate revenue – it helps in making strategic decisions that align with business objectives.

“Thinking like a consultant, especially for product managers in a junior position, means being up to date on the competitive analysis of similar products in the market, of your pricing and packaging, and how your sales team is incentivized.”

Usability vs. Business Value

Cassidy addresses the tension between usability and business needs, making clear it’s not an either-or question. A successful product, she says, should meet customer needs while also driving revenue for the business.

“The question of which is more important is a bit of a fallacy,” Cassidy explains. “I don’t think we get to choose between the two. If we’re going after a successful product, we need to find the right balance between the two.”

Continuous Learning and Improvement

Our conversation concludes with Cassidy’s recommendation for resources that product managers can utilize that will enhance their strategic thinking and storytelling skills.

ITX’s Product + Design Conference returns to Rochester, June 25-26. Be sure to stay up to date with all the latest updates on Keynote Day agenda and speakers. Learn more here!

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