Instead of a universal definition, "real progress" is achieved by first defining what change you want to see in your organization. You then adapt your ways of working—strategy, discovery, OKRs—to support that specific goal, rather than just following a generic playbook.

Combat strategic complexity by creating a one-page plan. This document connects your highest-level vision and values to tactical quarterly goals in a clear cascade (Vision -> Strategy/KPIs -> Annual Goals -> Quarterly Goals). This simple, accessible artifact ensures universal alignment and clarity on how individual work ladders up.

Avoid a fixed allocation of resources between core products and new initiatives. Instead, treat the investment mix as "seasonal." Periodically and purposefully reassess the balance based on the most pressing business needs—whether it's stabilizing the core for large customers or pushing aggressively into new markets for growth.

When launching a new strategy, define the specific go/no-go decision criteria on paper from day one. This prevents "revisionist history" where success metrics are redefined later based on new fact patterns or biases. This practice forces discipline and creates clear accountability for future reviews.

When a product team is busy but their impact is minimal or hard to quantify, the root cause is often not poor execution but a lack of clarity in the overarching company strategy. Fixing the high-level strategy provides the focus necessary for product work to create meaningful value.

Go beyond visual roadmaps. Create a monthly written document for executives that explains *why* the roadmap changed, details priorities, and includes data from recent launches. This forces intentionality, builds trust, and fosters deeper, more accountable conversations with leadership.

This framework provides a structured approach to planning by answering five questions: What's our aspiration? Where will we play (ICP)? How will we win (pillars)? What capabilities do we need? And what management systems (budget, headcount) are required?

When strategic direction is unclear due to leadership changes, waiting for clarity leads to stagnation. The better approach is to create a draft plan with the explicit understanding it may be discarded. This provides a starting point for new leadership and maintains team momentum, so long as you are psychologically prepared to pivot.

To balance execution with innovation, allocate 70% of resources to high-confidence initiatives, 20% to medium-confidence bets with significant upside, and 10% to low-confidence, "game-changing" experiments. This ensures delivery on core goals while pursuing high-growth opportunities.