Chandra Janakiraman frames Product Strategy as choosing the right "frequency" for a team's effort, borrowing the physics of resonance: pluck a system at its natural frequency and a small input amplifies into large-amplitude output; push at any other frequency and the same effort dissipates as noise. Strategy's job is to find that frequency — the small number of focus areas where a team's effort disproportionately amplifies into impact — rather than spreading effort evenly across every plausible initiative.
The analogy motivates why Good Strategy's Three Components: Pillars, Non-Focus, and Why must stay narrow: broad, diffuse strategies never hit a resonant frequency, so effort dissipates instead of compounding. It also justifies why the Present Forward: A Five-Phase Process for Problem-Focused Strategy exists as a structured search procedure — to locate that frequency deliberately rather than assume a leader can intuit it.