Shreyas Doshi Challenges Traditional Product Strategy Offsites on LinkedIn

In a recent LinkedIn post, Shreyas Doshi challenges the conventional wisdom surrounding product strategy development, arguing that true strategic thinking is a continuous, embedded process rather than an event. Doshi, a prominent voice in product management, contends that the common practice of setting aside specific times for “strategic thinking” is a misnomer. Instead, he posits that world-class product professionals integrate strategic considerations into every tactical decision and daily activity.

The Myth of ‘Making Time’ for Strategy

Doshi critically examines the notion that strategic thinking can be compartmentalized. He asserts that the most effective product leaders embed strategic thought into their day-to-day operations. This includes interactions like talking to customers, participating in sales calls, reviewing team-generated product artifacts, hiring key personnel, and prioritizing customer requests. These activities, often seen as purely tactical, are, in Doshi’s view, the very arenas where genuine strategic clarity is forged.

“In practice, every world-class product person thinks strategically through every decision, through all the ‘tactical work’ they need to do. It is embedded into every minute of every day.”

He acknowledges that a discrete period is necessary for the *articulation* and documentation of a product strategy. However, Doshi emphasizes that the foundational work of developing that strategy occurs organically over time, as a byproduct of consistent engagement with the product and its users.

Critique of ‘Strategic Theater’

A significant portion of Doshi’s post is dedicated to critiquing what he terms “strategic theater.” This refers to traditional offsite retreats, often characterized by catered meals and group exercises, which he argues are largely ineffective in producing actionable product strategies. Doshi points to the repeated failures of such events as evidence of their inherent flaws.

“The proof this strategy theater doesn’t actually work is already in front of you: you’ve done countless such strategy offsites before, never once formulating a true product strategy that your team actually implements over the next year or two. So what makes you think this next post it note session of yours will be any different?”

According to Doshi, these offsites often result in nothing more than fleeting positive emotions or “vibes,” rather than concrete strategic direction that can be implemented and sustained over the long term. The focus on “BHAG sessions” (Big Hairy Audacious Goals) and clustering “random ideas” through post-it notes, he suggests, distracts from the continuous, embedded work that actually drives strategic progress.

Differentiating Strategic Activities

To foster a more effective approach, Shreyas Doshi proposes a clear differentiation between three types of strategic activities:

• Strategic Thinking: This is a continuous and embedded process, woven into the fabric of daily work.
• Strategic Articulation: This is a discrete activity that requires dedicated time, ideally undertaken by an individual or a very small group, for the purpose of clarifying and documenting the strategy.
• Strategic Theater: This encompasses offsites and events that aim to produce strategy but ultimately yield little beyond temporary morale boosts.

Doshi encourages leaders to move away from outdated habits and recognize that true product strategy is not a destination to be reached during a planned event, but rather a journey undertaken daily. By distinguishing between these forms of engagement, product leaders can better focus their efforts on the continuous, embedded strategic thinking that yields lasting results, rather than investing time and resources into exercises that produce only superficial outcomes.