#8 The GLEe Model: Incorporating Long-Term Thinking and Product Strategy for Success in the Digital Age

8 The GLEe Model: Incorporating Long-Term Thinking and Product Strategy for Success in the Digital Age

In today's rapidly evolving digital landscape, product leaders face numerous challenges. They must not only navigate the ever-changing market dynamics but also address the criticisms and demands of their customers. To overcome these hurdles, product leaders need to adopt a forward-thinking approach and develop a clear product vision that paves the way for success in the long run. This is where the GLEe model comes into play.

The GLEe model encourages product teams to think big and think long-term. It emphasizes the importance of envisioning a product that "dents the universe" and forces teams to ask, "What's next?" By fostering long-term thinking, the model enables an "anything is possible" attitude, which is crucial for inventing the future.

When we talk about long-term thinking in the context of the GLEe model, we are referring to a timeframe of 3-5 years. Within this period, most things are possible, and product leaders should leverage this time to shape the trajectory of their products. However, the GLEe model takes it a step further by encouraging product leaders to think 10-15 years ahead. This long-term perspective allows companies to stay ahead of the curve and establish a sustainable competitive advantage.

One prime example of a company that successfully implemented the GLEe model is Netflix. By 2012, Netflix had built a hard-to-copy network effect through its device ecosystem. The company's long-term thinking and focus on personalization enabled it to connect members with movies they loved, regardless of their nationality. This high-level product strategy supported multiple phases of Netflix's growth and gave them a significant advantage in the market.

So, how can product leaders apply the GLEe model to their own organizations? The model poses three critical questions that need to be answered:

1. What is the initial product that enables the company and product to "Get Big" over the first 3-5 years of its life? This question prompts product leaders to identify the key offering that will drive growth and establish a strong foundation for the company.

2. What will you "Lead?" Looking three to five years into the future, product leaders need to envision the next wave their product or company will ride. This requires foresight and the ability to identify emerging trends and technologies that can be leveraged to maintain a leadership position.

3. Once your product establishes a leadership position, how might it "Expand" even further? This question challenges product leaders to think beyond the initial success and explore new avenues for growth and expansion. It encourages them to continuously innovate and adapt to changing market dynamics.

In addition to the GLEe model, entrepreneurs and product leaders need to consider the capabilities and limitations of artificial intelligence (AI). While AI has immense potential, it is essential to recognize that there will always be domains where humans are more efficient than machines. Therefore, instead of trying to compete with humans on their home turf, AI should be leveraged to perform tasks that humans are not adept at, such as storage, search, and scheduling.

To truly harness the power of AI, entrepreneurs need to go through the Idea Maze. This involves subjecting their business ideas to a rigorous evaluation process that considers all the first- and second-order questions that arise. By working their way backward from a basic ground truth about the future, entrepreneurs can identify non-obvious first products that align with the transformative potential of AI. Jeff Bezos and Elon Musk are prime examples of individuals who successfully navigated the Idea Maze and built billion-dollar companies based on their unique insights.

In conclusion, the GLEe model and the concept of Eigenquestions provide valuable frameworks for product leaders and entrepreneurs to shape their product strategies in the digital age. By adopting a long-term perspective and focusing on areas where AI can excel, companies can position themselves for success. To apply these principles effectively, product leaders should:

1. Embrace long-term thinking: Look beyond immediate goals and envision the future trajectory of your product or company.

2. Identify the non-obvious first product: Conduct thorough research and evaluation to determine the product that aligns with the transformative potential of AI.

3. Continuously innovate and adapt: Once you establish a leadership position, don't rest on your laurels. Explore new avenues for expansion and stay ahead of the competition.

By incorporating these actionable pieces of advice into their product strategies, product leaders can build a strong foundation for success and create products that truly shape the future. The GLEe model and the concept of Eigenquestions serve as powerful tools to guide them on this journey.