¿Cuáles son las estrategias efectivas para obtener la aceptación de los equipos multifuncionales en la hoja de ruta de su producto?

Understanding the team's motivator is very important in getting buy-in. Align the ask to the uber Vision, Mission and Goal at organization level. This will help drive home the point and highlights the value.

Every team or stakeholder has its own set of goals, concerns, and metrics for success. Understanding these aspects for each member of your cross-functional team is crucial. This means knowing what drives the marketing team , the technology team , the finance team focuses on. For a credit card project, you’d identify that the risk management team is concerned about default rates, the marketing team is interested in customer acquisition and retention, the product team focuses on user experience and feature set, and the finance team cares about profitability metrics. Tailoring your roadmap presentation to address these concerns directly can significantly improve buy-in.

In my experience, understanding there is a "necessary tension" between certain stakeholders - primarily product owner, product support, and product development - is key to an effective roadmap. POs are tuned in to competitive pressures & feedback from Sales about what's winning/losing in the marketplace, while Product Support is tuned in to the friction points and headaches of current users. Development understands what's a minor issue versus big, hairy issues that can affect code base stability. A healthy give & take across these three functions gives a balanced roadmap that has something for everyone. Products can advance without stranding current customers; valuable input from Sales helps address immediate market pressure.

Before you share your product roadmap, it's important to know who you're talking to. Understand what challenges they face, and how your product can help. Learn about the different teams you'll be presenting to, like the users, the business team, or the engineering team. Tailor your message to show how your product will make their jobs easier or help them achieve their goals. This way, you'll connect better with your audience and they'll see the value in your roadmap.

Getting cross-functional teams on board with your product roadmap is essential to the development and implementation of a successful product. Here are a few successful methods to accomplish this Openness and Communication, Collaboration that is inclusive, inclusive collaboration, Emphasise the advantages, set priorities and provide justification, tailor communications, educate about the impact, mitigate risks, recognise achievements, iterate and adapt, Employ visual aids, offer resources and assistance, By putting these tactics into practice, you can encourage cooperation, establish credibility, and win cross-functional teams over to your product plan.

No matter how implementable your road map is. If the stakeholders were not involved, realising it is going to be a challenge. The little effort at the start becomes a huge a repetitive one if you are trying to align the stake holders on every step of implementation.

Getting other units of the organization involve is key to getting their buy-in but most importantly is ensuring you have a clearly defined role for them to participate in the process. You should create a sense of ownership and assign roles to other teams in the product journey.

Involvement doesn’t just mean updating teams on decisions already made; it means engaging them in the decision-making process from the start. onboard them on the ideation stage itself. This approach fosters a sense of ownership and reduces resistance since teams are more likely to support initiatives they helped shape. Example (Credit Card Project): Engage the risk team early to define acceptable risk levels for the new credit card. Work with marketing to understand customer segments and desired features. Collaborate with the finance department to set realistic revenue and profitability goals. This ensures that the roadmap reflects a balanced approach that meets various departmental needs.

Early involvement is essential to ensure the right content is slated for the release and that the most important alternative content is resting "below the cut" so that if a selected item needs to slip to another release the alternatives are already bought in by everyone. Also, if your marketing team is a shared resource with other products, they are able to plan and stage the key marketing items accordingly well in advance so you don't miss your release window due to lack of marketing support.

From my experience, failing to involve stakeholders early often leads to issues later on. Even if it doesn't halt the project entirely, excluding key stakeholders will impede progress. In one of my early design projects, marketing derailed our efforts due to late-stage revelations of significant shifts in user needs. Constant requests for changes became overwhelming, rendering further investment futile. Thus, it's crucial to engage stakeholders early, allowing them to voice concerns. Cross-functional teams usually contribute to enhancing ideas and are understanding of trade-off decisions when involved and treated fairly in the decision-making process.

Visual tools (like Gantt charts, flowcharts) and interactive platforms (project management software, interactive roadmaps) can help make your roadmap more understandable and engaging. They allow teams to see how their contributions fit into the larger picture and how changes might affect the timeline or outcomes. Example (Credit Card Project): Use an interactive roadmap tool to plot out the phases of the credit card project, including market research, product development, compliance checks, marketing strategy, and launch. Allow teams to comment, ask questions, and suggest changes directly on the roadmap. This can help clarify dependencies and timelines, making the project’s scope and goals clearer to all involved.

It's hard to argue the effectiveness of visualization in planning. As you are visualizing your release timeline, don't just list tasks as in the old "critical path" approach - be sure to include the resourcing as an overlay to the timeline. Chances are you won't be late because a task took more days to accomplish; rather, you're more likely to be late or have a feature gap because a key resource was overbooked and simply could not do all the work that was dependent on that resource. Look for alternate resources or re-plan and defer lower priority feature elements to a later release. Hitting the market window with "good" is usually more beneficial than being late with "great".

To get your cross-functional teams excited about your product roadmap, try using visual and interactive tools to share your plans. Instead of just talking or using boring slides, use diagrams, charts, or prototypes to show them what you have in mind. These tools make it easier for everyone to understand complex ideas and can spark more discussion and feedback. You can also use online surveys or polls to get their input on different aspects of your plan. This way, your teams can see how their opinions influence your decisions, making them feel more involved and enthusiastic about your roadmap.

Gantt charts are bare minimum. Everyone understands them. You can use AI these days to develop Gantt charts. you could also use tools like monday.com, PowerPoint slides, excel workbooks for easier, visualization, tracking, and colour coding. They do not have to be highly specific as you would want if you are a program manager. There will be questions around the specifics. If you show the stakeholders the macro level view, and there will be questions around the specifics. If you show them the specifics, there will be questions around the macro level view. In such a scenario, having a hand that can easily transition between these views makes things easier for you.

This is usually where you want to listen to your marketing organization. They have the benefit of being able to get out beyond the treeline and have a better vision of the forest. If your product vision is getting off course over multiple releases or is diverging from larger corporate objectives and messaging, they stand a better chance of perceiving it and helping recite back to the group what the original messaging and goal statements were. The group may opt to pivot and continue as planned, but at least the decision point is forced and all stakeholders are aware of the hows and whys of the pivot and are aligned. If so, don't forget to push this decision to upline management & inform sibling product groups so nobody's caught by surprise.

Ensure that your product roadmap aligns with the organization’s overall strategic goals. This alignment reassures stakeholders that the project contributes to the broader company objectives, making it easier to justify the allocation of resources. Example (Credit Card Project): If one of the company’s strategic goals is to expand its market share among millennials, ensure that the credit card project includes features appealing to this demographic, such as sustainability-focused rewards or digital-first services. Demonstrating this alignment can help secure buy-in from senior management and relevant departments.

To get your cross-functional teams on board with your product plans, make sure they see how your roadmap fits into the big picture. Explain how your product goals support the overall mission and strategy of your organization. Show how your plans contribute to key outcomes and how you'll measure success. This way, your teams will understand that your roadmap is part of a bigger plan, not just a list of features. They'll be more likely to support your vision when they see how it aligns with the organization's goals.

Gaining buy-in on your product roadmap requires clear vision communication, involving stakeholders early, and aligning with company goals. Articulate how each team's work contributes to the overarching objectives to foster understanding and commitment. Tailor communication to show the roadmap's relevance to different functions. Establish a collaborative environment with regular cross-functional meetings for alignment. Empower teams by celebrating milestones, demonstrating the value of their contributions. Adapt the roadmap based on feedback, highlighting the importance of each team's input. Ensure transparency and keep all teams informed to maintain engagement and drive collective success.

To gain buy-in from cross-functional teams on your product roadmap, foster clear communication. -Tailor your message to highlight how each team’s expertise contributes to overall success. -Conduct collaborative workshops or brainstorming sessions to incorporate diverse perspectives. -Demonstrate the roadmap’s alignment with organizational goals, showcasing the shared benefits for all teams involved. -Address concerns and be open to feedback, emphasizing that the roadmap is a flexible guide open to adjustments based on evolving needs. -Building trust through transparent communication and emphasizing the collective impact of the roadmap fosters collaboration and secures buy-in.

1. Involvement 2. Storytelling 3. Communication, communication, communication Get people involved in the process. Most people want to be a part of the future of their organizations; even in a small way. And cross-functional partners will bring things to the table that you will not haven’t thought of. Tell a story that paints the picture of WHY this roadmap is important for the company. Use visuals, make it personal, discuss the impact to patients and what people’s work will look like during the implementation (“how will I make an impact?”). Over communicate. Communicate throughout the process, show in-progress and draft thoughts. Make it unavoidable that people know about it. And when you think everyone finally does, communicate again!

In my experience, it starts with building relationships and building those relationships is most productive when you start from a place of giving. If you regularly look to help others, they will be more than happy to return the favor in the future.

Communicate Regularly and Transparently: Regular updates, including successes and challenges, help maintain trust and engagement from all stakeholders. Show Flexibility: Be open to feedback and willing to adjust the roadmap as necessary. This flexibility shows respect for the expertise of different teams and can lead to a more successful product. Celebrate Milestones: Recognize and celebrate the achievements of cross-functional teams. This not only boosts morale but also reinforces the value of everyone’s contributions to the project’s success.

At a previous position, a colleague of mine came up with a genius idea to improve our culture and efficiency, simultaneously. We had fresh out of college educated people, some school of hard knocks, others certified In trade, and talented but green people. We had rampant social status and silo issues. My colleague created clusters and I loved the idea. We mixed and matched individuals based on complimentary skill sets, not about getting along. We wanted complimentary skill sets to tackle tough product lines and increase efficiency. It was terrible at first, as complaints mounted and several employees spoke negatively about teammates behind their backs. Though full blown trust didn’t happen all the way around, teamwork improved drastically.