Sounds great in theory, but the analogy only goes so far.
After hitting €1million, we realized that we were spreading ourselves too thin by working on too many ‘small rocks’. So we shifted gears towards the big rocks... except, we over-corrected and became way too ambitious with our initial plan and projections.
The intent was right, but we underestimated how many resources we needed to get everything done. For example, we had a ‘big rock’ research project to study how all of our customers were using, or not using, Hotjar’s Survey tool. The person who owned this task had a million other things to do; we had not looked into how to tackle the big rock from a practical point of view, so the project fell to the wayside.
And, by the way, so did other three of four big rocks who were similarly large and not scoped out: a customer success reach out strategy, a basic form of training for users, a new email sequence by vertical and personas, and a version two of onboarding—all of them were assigned to the same person, and none of them got done in the end.
That said, looking back from where we are now, the OPSP was a good step in the right direction. It served as the inspiration for adopting the V2MOM strategy (which stands for Visions, Values, Methods, Obstacles, and Measures) that we are currently using. In many ways, our current V2MOM is an OPSP on steroids, and yes, we’re allowed to use more than one page.