Martin van Mierloo: Lessons Learned Towards a
Formal Roadmap Process at GX
Session #7, 2009
www.productcampamsterdam.org
The first European unconference for product managers and marketers.

*
Roadmapping at GX
Lessons Learned
Martin van Mierloo
Product Manager GX

*
Roadmapping at GX
Lessons Learned
Martin van Mierloo
Product Manager GX
* disclaimer

Todays cast
Mr Competitor
Mr Customer
Mr Sales Mr
Product
Mr CEO Manager
Mr R&D

What?

What?
Why?

What?
Why?
Who?

What?
Why?
Who?
How?

What?
Why?
Who?
How?
In this story:
Different kinds of roadmaps
Roadmap strategy
GX Timeline
Communication
Tooling
Lessons Learned

Several kinds of roadmaps
Q1
Q2
Q3

Several kinds of roadmaps
Sales
Q1
Q2
Q3

Several kinds of roadmaps
Sales R&D
Q1
Q2
Q3

Several kinds of roadmaps
Sales R&D Customers
Q1
Q2
Q3

A logical process
Mr CEO
Mr Product Manager
Mr R&D
Mr Sales

Product Strategy #1
Product Leadership
•Strong in brand innovation & marketing
•Operate in dynamic markets
•Focus on development, innovation, time to market
•High margins in short time frame
Microsoft
Operational Excellence
•Strong in operations & execution
•Often: reasonable quality for a low price
•Personel works task oriented
•Many measuring systems in place
Customer Intimacy
Dell •Strong in customer attention & customer service
•Tailored products > Large variation in products
•Services to individual customers
•Lifetime value concepts
•Reliable, deliver on time
IBM
From: The Discipline of Market Leaders, Treacy & Wiersema

Product Strategy #2
•Ignore economic buyer and end user
Product Leadership & •Ignore ROI, focus on reliability
•Commodotize the product(s)
Operational Excellence •Competition based pricing
•Attack competition
•Horizontal positioning > global infrastructure
Product Leadership
only
•Focus on economic buyer + end user
Product Leadership •Compelling reason to buy: ROI
•Differentiate
& Customer Intimacy •Use value based pricing
•Avoid competition, gain niche market share
•Vertical segments
From: Crossing the Chasm & Inside the Tornado – Geoffrey A. Moore

Product Strategy #3 and #4
From: M. Porter’s generic strategies

Timeline at GX

Timeline at GX
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Timeline at GX
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Timeline at GX
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Timeline at GX
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Timeline at GX
9. Pr N Pr
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Timeline at GX
9. Pr N Pr
0 od Re ew od Fi Maturity phase>>>
re u qu pr uc rs •Theme based roadmap
le ct t
as he ire od t Pr •Better strategic alignment
m uc M od
e ar en t m an uc •Cost analysis
tb ag
ea ts a em t •Better planning
t en na Ro •
gi ge en ad Dependency management
ne r t m
er & Bo ap
s ar
d

Timeline at GX
9. Pr N Pr
0 od Re ew od Fi Maturity phase>>>
re u qu pr uc rs •Theme based roadmap
le ct t
as he ire od t Pr •Better strategic alignment
m uc M od
e ar en t m an uc •Cost analysis
tb ag
ea ts a em t •Better planning
t en na Ro •
gi ge en ad Dependency management
ne r t m
er & Bo ap
s ar
d

Timeline at GX
Pr N
9.
0 od Re ew
Pr
od Fi Maturity phase>>> Offense!>>
re u qu pr uc rs •Theme based roadmap
le ct t •Total product
as he ire od t Pr •Better strategic alignment
m uc M od strategy
e ar en t m an uc •Cost analysis
tb ag •Focus
ea ts a em t •Better planning
en na Ro •
t
en ad Dependency management •Focus
gi ge m
ne r
er &
t
Bo
ar
ap •Focus
s
d

Timeline at GX
Pr N
9.
0 od Re ew
Pr
od Fi Maturity phase>>> Offense!>>
re u qu pr uc rs •Theme based roadmap
le ct t •Total product
as he ire od t Pr •Better strategic alignment
m uc M od strategy
e ar en t m an uc •Cost analysis
tb ag •Focus
ea ts a em t •Better planning
en na Ro •
t
en ad Dependency management •Focus
gi ge m
ne r
er &
t
Bo
ar
ap •Focus
s
d

Communication

Five Lessons Learned

Five Lessons Learned
1. A roadmap is a marketing tool and should not be owned by
R&D nor sales
2. A formal board with all relevant stakeholders is a must-have
(discussion: voting /veto/agree-all?)
3. Roadmap must be fully aligned with vision & product
strategy
4. A well designed and printed document is more convincing
than a black & white print with borders
5. Assume your competitors will somehow obtain a copy

Open for business
martinvm@gx.nl twitter.com/martinvm