There is a lot of talk (and unfortunately, noise) around roadmaps, especially when it comes to presentation format or (software) tool for creating and maintaining this artifact.
Let’s step back and revisit the basics.
What’s the purpose of a product roadmap?
Ongoing internal alignment and communications. It keeps all business functions across the organization informed and updated on how we’re viewing tactical execution towards our product strategy in the form of hypotheses to be validated/rejected, bets we’re making, decisions we’re making, outcomes we’re trying to achieve—however best jives with your organization’s frame of thinking.
Sequencing and prioritizing our hypotheses/bets/decisions/intended outcomes. This is for the organization to understand and align on what needs to happen and in what order so everyone knows what they need to focus on—first things first. When we approach bringing an initiative on the roadmap to life more closely, then we can describe the more granular tasks that need to happen as part of a release plan or launch plan.
Organizing research. What’s going on in the market? How do analysts foresee the future of the industry? What do your customers/users care about? Which opportunities get more or less interest? What are the common threads underlying all these streams of information?
❌ To level set, a product roadmap is not:
A delivery/release/launch plan;
Non-negotiable commitments to provide certain capabilities by specific times;
A list of every opportunity you could pursue; or
An artifact showing detailed information about future product capabilities.