Team situation
You’re shipping. But is it the right thing?
Product Lifecycle
Aligned around building and shipping things people actually want and use
Bring your team →The most expensive thing a product organization can do is build the wrong thing well. It is expensive in time, in engineering effort, in opportunity cost — and most of all, in the credibility that erodes when the result lands and doesn’t move.
Most roadmap disputes are not really about the roadmap. They are about which signal to trust. Whose interpretation of the customer is right. Which bet to make when evidence is ambiguous.
The coaching work here is about surfacing the signal that the team is collectively avoiding — the customer feedback that would change the roadmap if taken seriously.
“What customer signal are we collectively avoiding looking at?”
What customer signal do you have that, if you took it seriously, would change your roadmap?
What assumption is your current roadmap built on that has never been tested?
Where does your team disagree about what customers actually need — and how do you resolve it?
What feature or initiative are you building primarily because someone internal wanted it?
When a major roadmap decision requires alignment before it's made, not after