Complaints about roadmapping processes may really be about the results. If we want more features/releases faster than Engineering will commit to – or can deliver – then no roadmapping process will get us the results that we want.
How do we understand value from the customer’s point of view, not just the vendor? How do we choose pricing units, what portion of value can we capture, and why do we have to do the math/thinking in advance for customers?
Focusing on skills rather than titles, how do we avoid product manager/owner failure modes for revenue (commercial) software? And why do revenue software companies hire product managers, when agile development teams are looking for product owners?