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At the heart, productroadmaps show the major milestones of a project’s lifecycle. Maintaining ProductRoadmaps is a useful discipline in just about any organization that has more than one product. But aside from capturing product timelines, what good are they?
We are excited to share significant organizational changes designed to enhance both customer success and productstrategy, positioning Qmarkets for continued innovation and excellence in 2025 and beyond.
At Anaqua, client-led innovation and productstrategy have been part of our DNA since our founding. Customers continue to drive the roadmap, supported by advancements in technology and business practices. These are very active groups where we get input about needs and test ideas and new product development.
At a certain point, clients stop listening to the strategy—they just want to get to the pictures. But does that mean that designers should just make pictures and leave the strategy to others? The best designers transcend the gap between strategy and execution. The roadmap doesn’t just benefit the project team or the designer.
Speaker: William Haas Evans - Principal Consultant, Product Strategy Practice Lead, Kuroshio Consulting
In this webinar, we’ll explore the 4 key pillars that a value-driven product organization leverages to ensure they are connecting their strategy to execution to deliver business outcomes: The ProductRoadmap (What it is and what it’s not). A Cascade of Requirements. A System of Metrics. A Cadence of Ceremonies.
When it comes to productstrategy and development at Anaqua, the key word is LISTEN. The productroadmap process at Anaqua is always iterative. In developing the Anaqua roadmap for the next 18-months, we launched customer and market surveys, reaching out separately to senior IP professionals in corporations and law firms.
With client-led software development, we partner closely with our clients to develop a long-term strategic roadmap where we identify opportunities and gaps (such as functional capabilities), and then determine what elements Anaqua should build, buy, or partner that will best support our platform, AQX®, and most importantly the needs of our clients.
AI and powerful scenario-analysis capabilities will be crucial for assessing strategies against opportunity costs, product trade-offs, and the overall inherent risks of an R&D portfolio. These efforts should be crucial elements of any strategy aimed at driving long-term success and profitability.
Put that together with difficulties in tracking pertinent details of each project while being hit with a steady flow of new information from leadership and other key stakeholders, it becomes clear how a productroadmap might become muddied and lose focus. A coach is someone who is proficient at designing good experiments.
We'll explore the concepts of products and services as revenue generators or revenue suckers, and delve into how to share cost and benefit dollars within a portfolio or business unit. You'll learn how to set clear, measurable targets, link them to your productstrategy, and effectively communicate progress with stakeholders.
Design managers who responded complained that too often they were brought in too late to the process, were left out of the loop on strategic planning, or were not adequately exposed to the productroadmap. “No Product owners. Invite them to participate in early strategy and product ideation sessions. UX managers.
And it all boils down to investment decisions: your project won’t be funded if your core team isn’t interested or if you can’t demonstrate how it aligns with the business roadmap. Testing out new ideas on a small scale in sandbox environments can be an extremely effective strategy to build leaders’ confidence around innovation.
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