In this chapter, we discovered that qualitative and quantitative metrics are both necessary to getting a balanced view about product performance. Short-term metrics can help us to navigate through bottlenecks in product adoption, user experience, and so on and help us to respond better to the external market dynamics. However, relying purely on short-term metrics won't help us to think through product strategy for the longer term. Planning for the long term will require making investments now, which will not yield us immediate results. It also requires understanding how the product strategy aligns to the business drivers and the larger opportunities and threats from the market that are not necessarily visible in the short term.

The first part of the book was about deciding what to build in our impact-driven product. The second part, of which this is the concluding chapter, was about determining if we are building the right product by reviewing our scope, incorporating product feedback into our product and reviewing our progress based on metrics and investments made in key business outcomes. The next few chapters, in the third part of the book, will help us evaluate our processes and assess if we are building our product right.