When Strategy Doesn't Travel
Someone asks why a particular feature is on the roadmap, and the answer that comes back is some version of: 'because it came up in three enterprise deals last quarter.' The room accepts this. The feature stays. And no one quite notices that a sales pipeline just made a product strategy decision.
Part 1 of 5The Vacancy Strategy Leaves Behind
Someone asks why a particular feature is on the roadmap, and the answer that comes back is some version of: 'because it came up in three enterprise deals last quarter.' The room accepts this. The feature stays. And no one quite notices that a sales pipeline just made a product strategy decision.
Part 2 of 5How the Roadmap Gets Rewritten One Deal at a Time
The feature didn't make it onto the roadmap because someone made a bad decision. It made it on because a senior leader was on a call with a strategic account, the customer mentioned a capability gap, and the leader made a commitment that felt entirely reasonable in the moment.
Part 3 of 5What the Features-Versus-Vision Debate Is Actually Telling You
The features-versus-vision debate is not a prioritization problem. It is a governance problem.
Part 4 of 5When GTM Motion Loses Its Anchor
GTM drift is not primarily a sales execution problem. It is what happens when the motion is built on an ambiguous foundation and the pressure to produce results pushes each element of that motion toward the path of least resistance.
Part 5 of 5What Becomes Possible When the Position Exists
Product and GTM alignment doesn't break down because teams aren't communicating. It breaks down because the strategy was never specific enough to give them something to align to.