The roadmapping process is almost always broken. Roadmaps are met with frustration and boredom in equal measure. That’s Rich’s experience working with Silicon Valley software companies for 35+ years.
Different voices in the company want different things. Sales need that one new feature for a big client, and they’re sure will only be ‘a few lines of code’. The executive team wants to know why you’re not getting more done. Support has hundreds of ‘good’ ideas from customers that they want to help. How do you manage expectations across the company, and create a product roadmap that prioritizes the right things while uniting your organization?