Setting the Course: Vision as a Compass for Decision-Making

It all starts with a seemingly simple question: What kind of future are we trying to create for our users? The product vision isn’t just a slogan. It’s a sustainable direction—specific enough to serve as a decision-making criterion when choosing between two priorities or turning down a request. Marty Cagan defines it as “the future we’re trying to create for our users over the next 5 to 10 years” (Inspired, SVPG/Wiley). Not a marketing promise. A shared vision of what the product is meant to change.

The impact is immediate: when teams are aligned around a shared vision, 80% feel capable of making decisions independently. Without this alignment, that figure drops to less than 20% (ProductPlan, State of Product Management). A vague, interchangeable vision—one focused on the solution rather than on change—doesn’t come at the cost of mere words. It comes at the cost of failed trade-offs, pointless meetings, and roadmaps that veer off course.

Formulating this vision in a structured way is the first essential step—and often the most underestimated one. We detail the complete method, the mistakes to avoid, and a practical example in our article dedicated to the Elevator Pitch template.

Four Dimensions for managing for the long term

The Product Lifecycle & Boundaries guide organizes product management around four fundamental questions, each accompanied by concrete guidelines and immediately actionable tools:

Define the Product

What is this Product actually intended to improve, and how is it different from a project?

Setting Boundaries

How far does the Product go, and how can we avoid functional drift that undermines trade-offs?

Navigating One's Life Cycle

What decisions should be made depending on whether the product is in the launch, maturity, or end-of-life phase?

Thinking About Your Portfolio

How can we balance multiple products to maximize the organization's overall value?

A framework designed for product managers who want to focus on value, not workload.

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FAQ

What is the difference between a product and a project?

A project is temporary: its goal is to deliver a defined scope within a set timeframe and budget.
A product has a continuous lifecycle; it continues to create value long after it is first put into production. A product may involve several successive projects, but it is never limited to just one of them.

What Are Product Boundaries?

Product Boundaries refer to the explicit definition of what a Product is responsible for and what lies outside its scope. Without defined boundaries, the scope gradually expands: this is known as functional drift. Clear boundaries help clarify responsibilities and provide an objective basis for decisions to decline requests.

What are the four phases of a product's life cycle?

A product's life cycle consists of four phases: (1) Build and launch: MVP and learning through use; (2) Stabilize and optimize: quality and adoption; (3) Maximize value and manage technical debt: sustainability and trade-offs; (4) Transform or discontinue: explicit strategic decision. Each phase requires different priorities.

What is Product Portfolio Thinking?

Product Portfolio Thinking involves managing an organization’s entire product portfolio as a set of coherent strategic initiatives, rather than as independent entities. It enables organizations to allocate investments at the appropriate scale, reduce redundancies, and align efforts with overall priorities.