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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
Alistair Croll and Benjamin Yoskovitz say, in their excellent book Lean Analytics: “A good metric is comparative. Being able to compare a metric to other time periods, groups of users, or competitors helps you understand which way things are moving. Increased conversion from last week” is more meaningful than “2% conversion.” A good metric is understandable. If people can’t remember it and discuss it, it’s much harder to turn a change in the data into a change in the culture. A good metric is a ratio or a rate. Accountants and financial analysts have several ratios they look at to understand, at a glance, the fundamental health of a company. You need some, too… . A good metric changes the way you behave. This is by far the most important criterion for a metric: what will you do differently based on changes in the metric?”
Radical Focus SECOND EDITION
Christina Wodtke
When a product trio is tasked with an outcome, they have a choice. They can choose to engage with customers, do the work required to truly understand their customers’ context, and focus on creating value for their customers. Or they can take shortcuts—they can focus on creating business value at the cost of customers. The organizational context in which the product trio works will have a big impact on which choice the product trio will make.
Continuous Discovery Habits
Teresa Torres
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