It’s the new year, and it’s that time again where roadmaps are getting “refreshed” and floated around. Product friends might be feeling the pressure to finalize the perfect roadmap this time of year with all the meetings that lead up to the dreaded “Sign off” during December and January.
This seemed like a good reminder that the Gregorian calendar was created by man (by Pope Gregory in 1582), and the idea that the year is “new” again in January can go against our natural, instinctual rhythm. Does January really feel like a particular “new” time of year? The ground is cold, the air is dry, and it's all dark out. All. The. Time. Trees literally look like they’re dead and we’re talking about a “new” year? It might just be because I’m based in New England, notorious for our delightful winters, but perhaps springtime with budding trees, warmer air, and longer days feels more like a more appropriate “new” year?
Just a thought, but maybe we should stop expecting January to be the time of year to kick off new year resolutions, new diets, or new product roadmaps. Honestly, maybe Spring isn’t it either. Roadmaps are complicated and maybe a “new” one should be reflective of the business needs- not just the time of year.
I get it, lots of new initiatives and plans want to start fresh in January and so much of our larger societal practices are ‘new’ again this time of year. I’m also a big believer that just because we’ve always done something a particular way doesn’t mean it’s the right way.
Some thoughts about Roadmap planning:
Major changes to a roadmap should happen when a business requires it, not just because it’s January. A shift in direction, or necessary vision change can happen any time of the year.
Roadmaps should be continually reviewed as a living document used for on-going discussions, not a once-a-year or quarterly event. On-going roadmap discussions help confirm alignment and in turn, avoid constant shifting and thrashing
Roadmaps should be outcome and goal based, not “Build thing A in Q1, Build thing B in Q2.” In my experience, stronger and more predictable roadmaps look like “Q1: Increase user retention by 10%” and include possible areas (with evidence) that could make an impact.
Opportunity Solution Mapping goes hand in hand with roadmaps, connecting the dots to our goals and driving towards the right outcomes. I personally love using this approach from the school of Teresa Torres, and it’s helped me with normalizing a more product opportunity led approach. Roadmaps should talk about the problems to solve, or opportunities to strive towards, and the OSM can help drive the conversation back to those desired outcomes.
Too many roadmap goals are not realistic. It’s chaotic, and trying to throw spaghetti at the wall to see what sticks. Focused efforts on a few areas can be much stronger and more impactful.
The entire organization should be aligned on the purpose and expectations of a product roadmap. If someone incorrectly thinks this is a set-in-stone to-do list, they’re going to be disappointed if things change.
Lastly, I feel like we should remind ourselves that nothing is perfect. Roadmaps can and should change, and we can adjust. So maybe the goal isn’t to create the perfect roadmap in January, but simply to just have a resilient one. One that can adapt when reality inevitably shows up. The best roadmaps aren’t defined by what the calendar says. They’re defined by how well they help a business learn, focus, and spring forward.