Prioritizing Roadmap

# Prioritizing Roadmap - All Guest Insights

*75 guests, 91 mentions*

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## Adam Fishman
*Adam Fishman*

> "Prioritization and road mapping. So you have to be able to sequence the work much like in building a product, right? Building your growth strategy, you have to sequence it. That sequence has to make sense based on your growth models."

**Insight:** Growth roadmaps must be sequenced based on the underlying growth model and available resources rather than just a list of features.

**Tactical advice:**
- Sequence growth experiments based on the potential impact on the growth model
- Build a series of hypotheses to test against solutions to ensure continuous learning

*Timestamp: 00:22:18*


## Alex Hardimen
*Alex Hardimen*

> "The idea of being able to take all of these crazy inputs, trying to create a very structured model to figure out, 'Okay, what is true? Where do we have conviction? Where do we have questions? What are the most important problems to solve? How do you prioritize? How do you get a team rallied around a shared context in one single goal?'"

**Insight:** Prioritization requires creating a structured model to separate known truths from hypotheses and rallying the team around a single goal.

**Tactical advice:**
- Categorize inputs by conviction level vs. questions
- Create a structured model to identify the most important problems
- Rally the team around a shared context

*Timestamp: 00:11:21*

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> "It is a real wartime moment where you just need to blow up roadmaps, share context with everyone and say, 'Okay, everyone, we have a totally different mandate than what we did a couple weeks ago.'"

**Insight:** In times of crisis, leaders must be willing to completely discard existing roadmaps to address immediate, high-stakes mandates.

**Tactical advice:**
- Be prepared to 'blow up' roadmaps during crisis
- Communicate a clear new mandate to the entire team immediately

*Timestamp: 00:43:32*


## Adriel Frederick
*Adriel Frederick*

> "I'm going to have some cannonballs. I'm going to work on a couple cannonballs and I'm going to have a bunch of lead bullets. And maybe it's 80% of your energies on those big cannonballs, 20% on the lead bullets, and having a constraint like that forces you to choose the fewer experiments that are actually probably the really good ones."

**Insight:** A healthy product roadmap balances high-investment 'cannonballs' with incremental 'lead bullets' to avoid the trap of purely incremental thinking.

**Tactical advice:**
- Allocate a specific percentage of resources (e.g., 80/20) between major bets and small optimizations.
- Adjust the portfolio based on product maturity: early-stage products should focus almost entirely on 'cannonballs'.

*Timestamp: 00:56:30*


## Alex Komoroske
*Alex Komoroske*

> "My approach at Google was 70% of my effort and my team's effort should go on things that everybody acknowledges are important and useful and create value. Maybe it's boring, linear value, but some kind of value... once you do this, you have 30% of your extra time that you can plant all these seeds."

**Insight:** Maintain organizational credibility by dedicating the majority of resources to 'legible' value while reserving a significant portion for experimental, high-upside 'seeds.'

**Tactical advice:**
- Allocate 70% of team effort to projects that are unambiguously recognized as important by the broader organization.
- Use the remaining 30% to allow team members to pursue 'emergent' ideas that they are intrinsically motivated by.

*Timestamp: 00:36:32*


## Andy Raskin
*Andy Raskin_*

> "We are constantly getting feature requests through sales, through customer success. And we had sort of no way, bar to decide well what do we take on, what don't we take on? And this clearly has become our bar."

**Insight:** A clear strategic narrative acts as a filter for prioritizing feature requests.

**Tactical advice:**
- Use the narrative's 'new game' rules as a bar for deciding which fea