Strategy question
Glean already integrates with 100+ SaaS tools, but PM and engineering capacity are limited. How would you decide the next workflow or integration to prioritize, for example, deeper actioning in ServiceNow versus a new surface in Microsoft Teams? Walk me through the framework, inputs, and tradeoffs you’d use to balance customer pull, usage data, implementation cost, security/admin complexity, and strategic differentiation.
- Glean
- Strategy
- Hard
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What this question tests
Whether you can build a repeatable prioritization framework for platform investment decisions under real resource constraints.
How to approach it
- Define the criteria set explicitly: customer pull (volume and severity of requests), usage data (how often existing similar integrations are used), implementation cost, security and admin complexity, and strategic differentiation.
- Score each candidate, deeper ServiceNow actioning versus a new Microsoft Teams surface, against every criterion using available data rather than intuition.
- Weight the criteria based on company stage, for example weighting usage data and implementation cost higher when engineering capacity is the binding constraint.
- Resolve conflicts between criteria explicitly, for example high customer pull but high security complexity should trigger a scoped pilot rather than an outright yes or no.
- Bring the scored options to stakeholders (Sales, Security, Engineering) with the framework visible, not just the recommendation, so the tradeoff is transparent.
- Revisit the framework's weights periodically as the company's strategic priorities shift, so the same framework stays useful over time.
What a strong answer includes
- Names all five criteria and shows how they would actually be scored with available data, not just listed as abstract categories.
- Gives a concrete example of a scoring conflict, deep ServiceNow actioning likely wins on usage and strategic differentiation but loses on security complexity, and proposes a scoped pilot as the resolution.
- Explains why weights shift by constraint, tying the framework to Glean's actual resource reality (limited PM and engineering capacity).
- Shows the framework is reusable, not a one-off decision, since the question is really about a repeatable process.
Common mistakes
- Listing the five criteria without showing how they would actually be scored or weighted.
- Treating this as a single either-or decision instead of considering a scoped pilot when criteria conflict.
- No mechanism for revisiting the framework as priorities change.
Likely follow-up questions
- How would you weight strategic differentiation versus near-term revenue impact?
- What would you do if Sales strongly disagrees with the framework's output?
- How would you validate the framework's scoring after the decision is made?
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More questions from Glean
Learn the skill behind it
Chapters of the AI PM course that teach what this question tests.
- Chapter 4: Discovery and strategy for AI products
- Chapter 9: Prove it paid off: outcomes, economics, and pricing
- Chapter 14: Get the job: the AI PM interview loop