How product vision, strategy and principles relate to one another.
The shared objective for the product organization that creates a purpose.
A plan for accomplishing the product vision. Doesn’t contain a schedule but can contain milestones.
The nature of the products that the organization believes it needs to build as part of the strategy. Reflect organisational values and strategic decisions that help with decision making in trade-off situations.
High-level prioritization decision to clearly state what’s most important and what isn’t. In an OKR setup, leaders of the organization define the objectives and key results for the organization as a whole.
Constant communicating of the vision, both to the product organization, and also across the company more broadly -- it’s never “done”.