product trios, when faced with a new outcome, should first start with a learning goal (e.g., discover the opportunities that will drive engagement) before being tasked with a performance goal (e.g., increase engagement by 10%).

To get started, you'll want to first set the scope of your experience map. Think strategically about how broad or narrow to set the scope. When a team is focused on an optimization outcome, like increasing application submissions, it's fine to define the scope narrowly. However, when working on a more open-ended outcome, you'll want to expand the scope of your experience map.

To shift your outcome from less of an output to more of an outcome, question the impact it will have. In addition to your primary outcome, a team needs to monitor health metrics to ensure they aren't causing detrimental effects elsewhere. For example, customer-acquisition goals are often paired with customer-satisfaction metrics to ensure that we aren't acquiring unhappy customers. To be clear, this doesn't mean one team is focused on both acquisition and satisfaction at the same time. It means their goal is to increase acquisition without negatively impacting satisfaction.

When your product leader assigns a new initiative to your product trio: • What business outcome are we trying to drive with this initiative? • Why do we think this initiative will drive that outcome? • What's most important to the business right now? Try to frame this conversation in terms of business outcomes. • If you are being asked to deliver a business outcome, try mapping out which product outcomes might drive that business outcome