What the problem actually is, who has it, and what it costs them today. Usually different from the brief.
KeevaathTech/Services/Product strategy
FRAME · KPF
Product strategy
Deciding what should exist before anyone builds it, and occasionally concluding that nothing should. Bought on its own, or as the two weeks that precede a build.
What this is
Deciding what should exist before anyone builds it. The engagement produces a framed problem, a recommendation, and the reasoning behind both, so that the decision can be argued with instead of trusted.
It is bought on its own, or as the two weeks that precede a build.
What it covers
Opportunity framing
Market fit
Whether the people you have in mind will pay for this, and what they do instead right now.
Competitive intelligence
Who else serves this, how well, and where the gap is genuinely defensible instead of merely empty.
Architecture strategy
Build, buy, configure or partner. Decided before any technology is chosen, because the order matters.
Feature planning
What is in the first release, what is deliberately not, and the reasoning recorded so it survives the first disagreement.
Roadmap
Sequenced so something usable exists early. A plan whose first output arrives in month five cannot be steered.
Go to market
How this reaches the people it is for. Distribution, channel, regulation and partnership, treated as part of the product.
The decision to stop
Sometimes the recommendation is not to build. That is a deliverable and it saves a multiple of the fee.
How it runs
Six to fifteen days of effort depending on how much primary research is needed. Most of it is ours, which is unusual for a strategy engagement and is why it is quoted per engagement and not rate carded.
The questionnaire does more work here than on any other line. It asks what happens if you do nothing for another year, whether this has been attempted before and what stopped it, who can say no to this, and who is affected who is not part of the conversation. Those four questions decide whether an engagement succeeds, and they are almost never asked.
What you receive
A framed problem
Written plainly enough that somebody who has never used software can disagree with it, and precisely enough that an engineer could build from it.
A recommendation with its reasoning
Including the alternatives considered and why they were set aside. A recommendation without its reasoning is an opinion.
A sequence and a cost range
What to do first, what to leave, and what it costs to build and to run for a year. Ranges, with the assumptions written beside them.
What would change our mind
The conditions under which the recommendation stops holding, so you know what to watch.
Questions we are asked
How is this different from the discovery sprint?
The sprint is a fixed two week engagement that ends in a build definition. A strategy engagement is broader and less prescribed, and it may conclude that no build is warranted. If you know you are building and want it scoped, take the sprint. If the question is whether and what, take this.
Do you do market research?
We do desk research, competitive analysis and customer conversations where you can introduce us. We do not run surveys or panels, and we will say so instead of subcontracting it badly.
Can this be done in a week?
Sometimes, for a narrow question with good existing evidence. We will tell you on the questionnaire whether the timeline you want is honest.
Who is in the room?
The person who would run the engagement, meaning the same person who quotes it. Specialists join for specific sessions.
Send the questionnaire and we will price it.
About fifteen minutes. The last five questions are the ones that most often decide whether an engagement goes well, so they are worth a moment even if the rest is rushed.