Your boss asks for your product roadmap. Plenty of product managers will tell you that seemingly innocuous request produces a ton of anxiety.
Perhaps it's because it's time to face the music about those "late" features.
Perhaps it's because you've been so deep in the weeds that you haven't thought much about what's next.
Perhaps it's because you know it'll force you and your boss to talk about that misalignment you have around the product strategy.
I'll be honest and although I'm not proud of it I've personally experienced all of the above at some point in my product management career. Although these are difficult conversations to have they're necessary...and we all-to-often wait too long to have them. The product roadmap does a massive amount of heavy lifting when it comes to alignment.
The roadmap serves as a "forcing function" that brings unspoken tensions to the surface and forces the organization to meet them head-on, and that makes it an incredibly effective tool in the product manager's toolbelt when used effectively.
In this talk, we'll explore the ups and downs of our (sometimes rocky) relationship with our product roadmaps.
Rob has managed products in various capacities over the last 11 years from Product Manager to Director of Product. He's made a career out of achieving product-market fit with early-stage products. Rob currently leads the product team at Roadmunk - a market leader in Product Roadmapping software - where he sets the product strategy and oversees delivery against the product roadmap.