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Having a coherent strategy—one that coordinates policies and actions. A good strategy doesn’t just draw on existing strength; it creates strength through the coherence of its design. Most organizations of any size don’t do this. Rather, they pursue multiple objectives that are unconnected with one another or, worse, that conflict with one another.
Good Strategy/Bad Strategy
Richard Rumelt
At the end of the day, roadmaps are a communication tool. To figure out which ones are right for your company, think about your audience and what they need to know: Product development teams: These are generally highly detailed, require commitments from engineering by quarter, discovery and delivery status, and are usually a quarter in length. Sales teams: Sales teams need fewer details. They need bigger-picture items that address problems and rough timeline on releases (either quarterly or half year). This is where the narrative/value proposition for each feature to customers is important to include as well. Leadership: These roadmaps focus on the “initiative to strategic intent” layer. They’re used to talking about dependencies and capacity planning, and follow quarterly timelines.
Product Operations
Melissa Perri and Denise Tilles
What I would advise is that you first work to discover the very most promising opportunities for the business. Those opportunities may be internal, fixing bottlenecks and constraints in the way people work, or external. To do this, you should probably pull together a small team of people and take a month to do a review of who your buyers are, who you compete with, and what opportunities exist. It’s normally a good idea to look very closely at what is changing in your business, where you might get a jump on the competition.
Good Strategy/Bad Strategy
Richard Rumelt
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