Join Bruce McCarthy, co-author of Product Roadmaps Relaunched, as he discusses the best ways to innovate your product roadmap. So that it reflects your customers’ needs while simultaneously and accurately communicating your products strategy and vision.
13. EITHER I’M GOING TO
DISAPPOINT YOU BY GIVING
YOU EXACTLY WHAT WE
THOUGHT SIX MONTHS AHEAD
OF TIME WAS THE BEST
SOLUTION WHEN
IT’S NOT, OR BY CHANGING
COURSE AND HAVING LIED TO
YOU.”
— David Cancel, CEO, Drift
“
21. "PRODUCT ROADMAPS
MATTER. YOU CAN’T
BUILD A GREAT
COMPANY UNLESS YOU
HAVE A GREAT
STRATEGY AND A
PRODUCT ROADMAP IS A
WAY OF CLEARLY
ARTICULATING THE
STRATEGY.”
Jeffrey Bussgang, General
partner, Flybridge Capital
41. TO ORGANIZE ALL OF THE DATA IN THE WORLD AND
MAKE IT ACCESSIBLE FOR EVERYONE IN A USEFUL
WAY
TO GIVE EVERYONE A VOICE AND SHOW THEM THE
WORLD.
HELPS PEOPLE AROUND THE GLOBE ENJOY GREATER
ACCESS TO INFORMATION AND OPPORTUNITY THAN EVER
BEFORE.
TO PROVIDE A FAST, SIMPLE, AND SECURE BROWSER FOR
EVERYONE TO EXPERIENCE THE MODERN WEB.
55. NOW NEXT FUTURE
1. GATHER
INPUTS
2. ORGANIZE &
PRIORITIZE
3. PLACE INTO TIMEFRAMES
ON YOUR ROADMAP
4. MAP TO SPRINT
OR / RELEASE PLAN
THEMES
@d8a_driven
66. @d8a_driven
NOT OUTPUT
LET’S MANAGE TO OUTCOMES
OK
Launch Wombat
4.1 to increase
sign-ups by 25%
GREAT
Increase sign-ups
by 25% by removing
obstacles X + Y
BAD
Launch
Wombat 4.1
71. OUR ROADMAPS
MUST BE ABOUT
PROBLEMS TO
SOLVE
IT’S NOT WHAT YOU SHIP, IT’S WHAT YOU
SOLVE
@d8a_driven
72. WE ACCEPT THAT WE DON’T
KNOW WHICH SPECIFIC FEATURES
WE’RE GOING TO BUILD, AND WE
GIVE THE TEAMS THE FREEDOM. [
TO FIGURE IT OUT ]
Elli Rego, Product Manager @ Wodify
WHAT SHE SAID
Initially their CEO’s vision was bringing tech to Crossfit, then fitness in general. Crossfit culture is gritty and almost "anti-tech” so ripe for tech to help.
They wanted to go above and beyond to provide a public roadmap so that clients would know where they are going, offer transparency, and manage expectations
Public roadmap was released and maintained over 1-1.5 years
Shipped lots of features to live up to this. They got 50% of the way through, and then realized: “Our dates and timelines were wildly off”
They accumulated tech debt so they had to shift the focus to maintenance. This made it hard to continually ship customer facing features.
The level of predictability didn’t provide value. Ultimately — they weren’t listening to their customers
They created, unintentionally what they called ‘Product Debt’
Stepped back, redefine core-values and core purpose — "We accept that we don’t know which features we’re going to build, and give the teams the freedom."
Example of new outcome/problem-based approach is... ________?
Fixing an underlying culture problem: that engineers didn’t feel their work was impactful, they didn’t see the “Why” and how their day-to-day helped customers.
More recent version lists “Coming Soon!”
Fixing an underlying culture problem: that engineers didn’t feel their work was impactful, they didn’t see the “Why” and how their day-to-day helped customers.
More recent version lists “Coming Soon!”
Fixing an underlying culture problem: that engineers didn’t feel their work was impactful, they didn’t see the “Why” and how their day-to-day helped customers.
Poll class for what components are. Write them on a board in three lists: 1º, 2º and Compl. Headlining the columns after they are nearly complete.
Mention Sherif Mansour’s Persona-driven roadmap
People don't buy products; they buy better versions of themselves.
Get a piece of paper and a pen, you’ll need it later
