This document discusses product roadmaps and how to do them right. It contains information about Scott Middleton, founder and CEO of Terem Technologies, and John Carter, founder and principal of TCGen Inc. The document discusses the problems with roadmaps done wrong, and the power of roadmaps done right in communicating strategy, informing execution, and increasing revenue. It outlines the most powerful types of roadmaps - strategic, execution, and sales roadmaps - and how they should be specialized for different audiences like C-suite, sales, and product teams. The call to action is to audit existing roadmaps, identify needs and audiences, determine how roadmaps fit strategically, collect necessary data, and review and iterate roadmaps.

1. Scott Middleton
Founder & CEO
Terem Technologies
John Carter
Founder & Principal
TCGen

2. • Founder & CEO of Terem Technologies, a
product development firm.
• AFR Fast 100 for two years running based
solely on delivering products for clients
• 61+ major product launches
Who Is Scott Middleton?

3. ● Founder and Principal, TCGen Inc.
● Clients: Abbott, Amazon, Apple, Bose,
Cisco, HP, IBM, Mozilla, Roche
● Author: Innovate Products Faster
● Member: Board of Directors, Cirrus Logic
● Bose: Chief Engineer; Noise Cancelling Headphone
● MIT graduate
3
TCGen & John Carter

4. Product Roadmaps Done Right
Improving Strategy, Execution and Revenue
John Carter
August 22, 2019

5. The Problem
5

6. 6

7. STRATEGY
EXECUTION
REVENUE
7
ROADMAPS

8. Product Roadmaps: What’s at Stake?
8
● Done wrong, they are a waste
○ Often meaningless exercise
○ Purpose unclear
○ Are ignored
● Done right, they have power
○ Communicate strategy
○ Inform execution
○ Increase revenue

9. Don’t Use...
As a way of describing backlogs
Tools not designed for roadmaps
To create overall strategy
Do Use...
As a way of communicating USPs
To show relationships & meaning
To communicate strategy
Right and Wrong Uses For Product Roadmaps
9

10. What Are The Most Powerful Roadmaps?
● Communicates the
Product component
of corporate
strategy
● Shows relative
performance gaps &
relative position
● Integrates P&L
10
Strategic
Roadmap
1 Execution
Roadmap
2
● Communicates
detailed timing of
releases
● Shows dependencies
between programs
● Provides timing to
Development,
Marketing & Sales
Sales
Roadmap
3
● Communicates
general timing of
releases
● Communicates key
features (worth
waiting for)
● Supports sales efforts

11. Product Roadmaps: Where Do They Fit?
11
Venture Board
Product Creation
Teams
Strategy
Sprints
Launch
Go to Market
Agile Product Delivery
Sprints
Launch
Go to Market
Agile Product Delivery
Strategic
Roadmap
Sprints
Launch
Go to Market
Agile Product Delivery
Execution
Roadmap
Sales
Roadmap
1
3
1
2
3
1
1
2
3
Portfolio
2Budgets
Priorities

12. Product Roadmaps: Communication
12
Strategic
Roadmap
1
Sales
Roadmap
3
Execution
Roadmap
2
C-Suite
Sales
Product
Team
1
Team
2
Team
3
UsersUsers
Specialized Roadmaps optimize...
● Strategy
● Execution
● Sales
… but they have to be specialized

13. STRATEGY: Overall Roadmap & P&L
13
● Top level
● Aligned with strategy
● Supports financial plan
● Connects strategy &
budgets

14. STRATEGY: Competition & Positioning
14

15. EXECUTION: Timing and Dependencies
15
● CTO contributes
w/Program Managers
● Highlights dependencies
● Internally focused (team
to team)

16. SALES: Customer Roadmaps
16
● Selling customer on future
● Coarse timeframes
● Broad themes
● Legal & Marketing
approved

17. Call To Action
1. Audit your roadmap(s)
2. Identify needs & audience
3. Determine how it fits
4. Collect data
5. Review and iterate
17

18. 18

19. STRATEGY
EXECUTION
REVENUE
19

20. Product Roadmaps Done Right
Improving Strategy, Execution and Revenue
www.tcgen.com
jcarter@tcgen.com
+1.650.7330

21. P.s. We do product roadmap assessments.
scott@terem.com.au | terem.com.au