From Inputs to Impact: The Logic Model Framework

A: You know, with all the moving parts in product management, I've been looking into a framework that really helps tie everything together: the Logic Model.

B: Oh, the Logic Model? I've heard that term, but what exactly is it? And more importantly, how is it relevant to what we do, beyond just academic theories?

A: Good question! Think of it as a blueprint for your product's journey. It's also called a 'Theory of Change' or 'intended impact model.' The core idea is to articulate your venture's plan in a really consistent, chronological, and linear way.

B: So, it's about clarity then? Getting everyone on the same page, from dev to marketing?

A: Exactly! For product managers, it's super powerful for aligning teams and communicating value to stakeholders. It breaks down your entire plan into five core questions, making sure nothing's left to chance.

B: Okay, I'm listening. What are these five core questions that make it such a strong tool?

A: First, 'Inputs' – what resources do we need? Then 'Activities' – what key work will we actually do? 'Outputs' cover what we'll measure to evaluate that work. 'Outcomes' are the expected changes in user behavior or conditions, and finally, 'Impact' is the ultimate goal, the big change we're driving towards.

A: Alright, so let's really deconstruct this framework, starting with those five core components. First up, we've got 'Inputs'.

B: Okay, so if the Logic Model is about mapping everything out, Inputs are literally what you're putting *in*? Like, our resources?

A: Exactly! Think about it as all the resources you have at your disposal. That could be your engineering team, the budget allocated for a project, all that user data you've collected, or even those specific staff skills your team brings to the table.

B: Got it. So, tangible and intangible assets. What comes after we list all our stuff?

A: Then you move into 'Activities.' These are the actual, core actions your team takes. So, if you've got your resources, what are you doing with them? Things like 'conduct user research,' 'develop new features,' or 'run A/B tests' would fit here.

B: The verbs, basically. The day-to-day work. And then, from those activities, we get 'Outputs,' right?

A: Spot on. Outputs are the direct, measurable results of those activities. This is where you get specific. It's things you can count, like '15 features shipped' or 'a 10% reduction in bug reports.' These are the immediate deliverables.

B: So, a performance scorecard kind of metric. And those outputs lead us to 'Outcomes'?

A: Precisely. Outcomes are where you start seeing the changes in conditions or user behavior that result from your outputs. This is where it gets interesting, where you shift from 'what we did' to 'what changed because we did it.' Things like 'increasing user engagement' or 'improving task completion rates'.

B: Right, the actual impact on the user or the market, but still a step before the ultimate change. And that ultimate change is 'Impact'?

A: You've got it. 'Impact' is the single, concise statement of the ultimate, long-term change you're driving in the world or the market. It's the big picture, the 'why' behind everything else.

B: So, if we increase engagement and improve task completion, the impact might be 'enabling users to achieve their goals more efficiently' or something like that. It forces you to connect every dot.

A: So, when we're actually *doing* this, who should be in the room? For a product team, I mean.

B: Good question. You'll want product leaders, sure, but also the team members responsible for evaluation. And crucially, your key stakeholders: staff, beneficiaries—our users, in this context—and even potential investors or donors.

A: Makes sense. Because it's such a powerful communication tool, right? It could be the basis for an annual report, a funding proposal, or just pitching a new feature idea internally.

B: Absolutely. It provides that consistent, clear narrative. Think about the Cafe Momentum case study, how they used it to articulate their model for helping incarcerated youth. It's a real-world validation.

A: That was an inspiring one. And for anyone looking to dig deeper, Paul Brest's 'The Power of Theories of Change' and Matthew Forti's 'Six Theory of Change Pitfalls to Avoid' from the Stanford Social Innovation Review are must-reads.

B: Definitely. Those give you the strategic depth and practical guardrails you need.