Strategic Product Roadmapping

Procurement focus on OpEx 5x more than CapEx. Or get involved so late in CapEx it’s like lipsticking a pig. This can be dangerous to a company’s bottom line. So, how do we fix that? Let’s look at the differences first: CapEx Procurement: ➟ Purchases are often one-offs ➟ Large Purchases & for long-term use ➟ Likely custom made purchases OpEx Procurement: ➟ Weekly / Monthly payments ➟ Everything from software, raw materials to packaging ➟ Repeatable purchases How should we approach CapEx more effectively? 1. Don’t apply processes based on repeatability to CapEx CapEx is a one-time purchase and often something unique. Procurement teams working on CapEx projects need to focus on specifics: e.g. that all requirements are met, the budget & delivery timeline are delivered. 2. Track costs associated with change orders long after the contract has been agreed. Change orders can be a big part of Capital Expenditure and often even the scope changes long after the deal has been agreed. Procurement should ally with finance to keep track of the longer term financial outcomes. 3. Don’t muddy the waters between recurring costs and the one-time investment Specifications for CapEx are rarely “off the shelf”. You’re sourcing a unique product or deliverable. But some CapEx projects may have OpEx applicable components. E.g. a new building may well have recurring expenditures (e.g. network, maintenance, security). Keep visibility of these by separating them out instead of having them rolled into a blanket invoice. --- And here’s how Procurement can really add value in the sourcing process: ✅ In one major CapEx investment I supported 6 years ago, we put the emphasis on multimedia (blueprints, drawings, schematics) and full days of workshops and tours with all the bidders together in one place. This better communicates the requirements, helps the bidders ask the right questions and streamlines your time (not having to contact each supplier individually) ✅ Leave room in your RFP for true flexibility. Suppliers who deal with CapEx projects are often highly specialised and may well be in a better position to advise on the best approach to take than anyone from within your organisation. ✅ Make sure you have a detailed breakdown of costs in the bid responses. This helps proper analysis and supplier comparison. It also enables you to focus on the most expensive components to reduce the overall project expense. ✅ Use predictive insights and client reference calls By asking the right questions you can get a good barometer of how often and how much the change requests might cost. ——- What do you think of this advice? What would you add? Let me know in the comments. Hope that helps! Feel free to tag someone in your team who could find this helpful or ♻️ repost it to your network.

We’re witnessing a shift from static models to 𝗔𝗜 𝗮𝗴𝗲𝗻𝘁𝘀 𝘁𝗵𝗮𝘁 𝗰𝗮𝗻 𝘁𝗵𝗶𝗻𝗸, 𝗿𝗲𝗮𝘀𝗼𝗻, 𝗮𝗻𝗱 𝗮𝗰𝘁—not just respond. But with so many disciplines converging—LLMs, orchestration, memory, planning—how do you 𝗯𝘂𝗶𝗹𝗱 𝗮 𝗺𝗲𝗻𝘁𝗮𝗹 𝗺𝗼𝗱𝗲𝗹 to master it all? Here’s a 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲𝗱 𝗿𝗼𝗮𝗱𝗺𝗮𝗽 to navigate the Agentic AI landscape, designed for developers and builders who want to go beyond surface-level hype: ↳ 𝟭. 𝗥𝗲𝘁𝗵𝗶𝗻𝗸 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲: Move from model outputs to goal-driven autonomy. Understand where Agentic AI fits in the automation stack. ↳ 𝟮. 𝗚𝗿𝗼𝘂𝗻𝗱 𝗬𝗼𝘂𝗿𝘀𝗲𝗹𝗳 𝗶𝗻 𝗔𝗜/𝗠𝗟 𝗙𝘂𝗻𝗱𝗮𝗺𝗲𝗻𝘁𝗮𝗹𝘀: Before agents, there’s learning—deep learning, reinforcement learning, and the theories powering adaptive behavior. ↳ 𝟯. 𝗘𝘅𝗽𝗹𝗼𝗿𝗲 𝘁𝗵𝗲 𝗔𝗴𝗲𝗻𝘁 𝗧𝗲𝗰𝗵 𝗦𝘁𝗮𝗰𝗸: Dive into 𝗟𝗮𝗻𝗴𝗖𝗵𝗮𝗶𝗻, 𝗔𝘂𝘁𝗼𝗚𝗲𝗻, and 𝗖𝗿𝗲𝘄𝗔𝗜—frameworks enabling coordination, planning, and tool use. ↳ 𝟰. 𝗚𝗼 𝗗𝗲𝗲𝗽 𝘄𝗶𝘁𝗵 𝗟𝗟𝗠 𝗜𝗻𝘁𝗲𝗿𝗻𝗮𝗹𝘀: Learn how tokenization, embeddings, and memory management drive better reasoning. ↳𝟱. 𝗦𝘁𝘂𝗱𝘆 𝗠𝘂𝗹𝘁𝗶-𝗔𝗴𝗲𝗻𝘁 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻: Agents aren’t lone wolves—they negotiate, delegate, and synchronize in distributed workflows. ↳𝟲. 𝗔𝗿𝗰𝗵𝗶𝘁𝗲𝗰𝘁 𝗠𝗲𝗺𝗼𝗿𝘆 + 𝗥𝗲𝘁𝗿𝗶𝗲𝘃𝗮𝗹: Understand how 𝗥𝗔𝗚, vector stores, and semantic indexing turn short-term chatbots into long-term thinkers. ↳𝟳. 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻-𝗠𝗮𝗸𝗶𝗻𝗴 𝗮𝘀 𝗮 𝗦𝗸𝗶𝗹𝗹: Build agents with layered planning, feedback loops, and reinforcement-based self-improvement. ↳𝟴. 𝗠𝗮𝗸𝗲 𝗣𝗿𝗼𝗺𝗽𝘁𝗶𝗻𝗴 𝗗𝘆𝗻𝗮𝗺𝗶𝗰: From few-shot to chain-of-thought, prompt engineering is the new compiler—learn to wield it with intention. ↳𝟵. 𝗥𝗲𝗶𝗻𝗳𝗼𝗿𝗰𝗲𝗺𝗲𝗻𝘁 + 𝗦𝗲𝗹𝗳-𝗢𝗽𝘁𝗶𝗺𝗶𝘇𝗮𝘁𝗶𝗼𝗻: Agents that improve themselves aren’t science fiction—they're built on adaptive loops and human feedback. ↳𝟭𝟬. 𝗢𝗽𝘁𝗶𝗺𝗶𝘇𝗲 𝗥𝗲𝘁𝗿𝗶𝗲𝘃𝗮𝗹-𝗔𝘂𝗴𝗺𝗲𝗻𝘁𝗲𝗱 𝗚𝗲𝗻𝗲𝗿𝗮𝘁𝗶𝗼𝗻: Master hybrid search and scalable retrieval pipelines for real-time, context-rich AI. ↳𝟭𝟭. 𝗧𝗵𝗶𝗻𝗸 𝗗𝗲𝗽𝗹𝗼𝘆𝗺𝗲𝗻𝘁, 𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝗗𝗲𝗺𝗼𝘀: Production-ready agents need low latency, monitoring, and integration into business workflows. 𝟭𝟮. 𝗔𝗽𝗽𝗹𝘆 𝘄𝗶𝘁𝗵 𝗣𝘂𝗿𝗽𝗼𝘀𝗲: From copilots to autonomous research assistants—Agentic AI is already solving real problems in the wild. 𝗔𝗴𝗲𝗻𝘁𝗶𝗰 𝗔𝗜 𝗶𝘀𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗮𝗯𝗼𝘂𝘁 𝘀𝗺𝗮𝗿𝘁𝗲𝗿 𝗼𝘂𝘁𝗽𝘂𝘁𝘀—𝗶𝘁’𝘀 𝗮𝗯𝗼𝘂𝘁 𝗶𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻𝗮𝗹, 𝗽𝗲𝗿𝘀𝗶𝘀𝘁𝗲𝗻𝘁 𝗶𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲. If you're serious about building the next wave of intelligent systems, this roadmap is your compass. Curious—what part of this roadmap are you diving into right now?

Modern IIoT systems demand a balance of safety, security, reliability, resilience, and privacy. This isn't just a tech challenge; it's a cultural one, bridging IT's obsession with privacy and OT's focus on safety. The 𝐈𝐧𝐝𝐮𝐬𝐭𝐫𝐲 𝐈𝐨𝐓 𝐂𝐨𝐧𝐬𝐨𝐫𝐭𝐢𝐮𝐦’𝐬 𝐒𝐞𝐜𝐮𝐫𝐢𝐭𝐲 𝐅𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤 (𝐈𝐈𝐒𝐅), first released in 𝟐𝟎𝟏𝟔, is now on 𝐕𝐞𝐫𝐬𝐢𝐨𝐧 𝟐.𝟎, with its latest update in 𝟐𝟎𝟐𝟑. Over the years, it has evolved into a robust guide for securing IIoT systems, addressing the unique challenges of integrating IT and OT. The IISF is designed to help manufacturers build trustworthiness across systems by aligning safety, security, reliability, resilience, and privacy in a single framework. The 𝐈𝐨𝐓 𝐒𝐞𝐜𝐮𝐫𝐢𝐭𝐲 𝐌𝐚𝐭𝐮𝐫𝐢𝐭𝐲 𝐌𝐨𝐝𝐞𝐥 (𝐒𝐌𝐌), first released in 𝟐𝟎𝟏𝟖, is a structured framework that builds on the IISF’s principles by helping organizations assess and improve their security practices. 𝐖𝐡𝐚𝐭 𝐩𝐫𝐨𝐛𝐥𝐞𝐦𝐬 𝐝𝐨 𝐭𝐡𝐞𝐲 𝐬𝐨𝐥𝐯𝐞? • Securing legacy (brownfield) environments alongside modern, cloud-integrated systems. • Bridging the gap between IT (focused on data security) and OT (focused on operational safety). • Equipping manufacturers with tools to assess risks, address gaps, and build actionable security roadmaps. 𝐇𝐨𝐰 𝐓𝐡𝐞𝐲 𝐖𝐨𝐫𝐤 𝐓𝐨𝐠𝐞𝐭𝐡𝐞𝐫 • 𝐈𝐈𝐒𝐅 𝐏𝐫𝐨𝐯𝐢𝐝𝐞𝐬 𝐭𝐡𝐞 "𝐖𝐡𝐚𝐭" 𝐚𝐧𝐝 "𝐖𝐡𝐲": It explains what security goals organizations should aim for and why they matter in an IIoT context. • 𝐒𝐌𝐌 𝐏𝐫𝐨𝐯𝐢𝐝𝐞𝐬 𝐭𝐡𝐞 "𝐇𝐨𝐰": It helps organizations evaluate their current security maturity, define targets based on IISF principles, and create actionable roadmaps to achieve those targets. 𝐖𝐡𝐲 𝐔𝐬𝐞 𝐁𝐨𝐭𝐡? Together, the IISF and SMM offer a top-down and bottom-up approach: • Start with the IISF to understand the overarching security needs for your IIoT systems. • Use the SMM to assess where you stand and implement practical improvements to achieve those needs. 𝐃𝐨𝐰𝐧𝐥𝐨𝐚𝐝 𝐈𝐈𝐒𝐅:  https://lnkd.in/eypinq3G 𝐃𝐨𝐰𝐧𝐥𝐨𝐚𝐝 𝐒𝐒𝐌: https://lnkd.in/e398Y9TU ******************************************* • Visit www.jeffwinterinsights.com for access to all my content and to stay current on Industry 4.0 and other cool tech trends • Ring the 🔔 for notifications!

These days everyone wants to be a #SuperApp but only a handful have managed to succeed. Those who have share one common denominator: monetization. Let’s see how it can be done. Here is my summary of the most successful strategies: 1.  An ecosystem play – as opposed to providing mere access to an array of different services – with seamless, integrated, end-to-end experience across all aspects of modern life. 2.  #Payments as the undisputed underlying layer that acts as a connecting base for the multitude of offerings on the platform. 3.  A wide range of integrated payment methods catering for different use cases and target audiences (P2P, BNPL, money transfer, instant payments, online payments, QR codes, etc). 4.  Low customer acquisition costs as a direct result of the platform play and then up-selling and cross-selling of high-margin financial offerings (i.e. lending, investment, insurance, e-commerce, digital #banking) and merchant added-value services (i.e. merchant financing, collection technology platform). 5.  #Data as the predominant tool for driving high engagement with tailor-made offerings that transformed how, when and in which context services are offered. 6.  A two-sided consumer and merchant ecosystem with the platform acting as the bridge that not only connects the two sides but fuels growth from one to the other in an open, two-way dynamic relationship. In such a set-up platform engagement (consumer side) enables merchant growth creating a self-reinforcing loop based on high frequency and high repeat rates that lead to consumer stickiness and retention. 7. Software and cloud services to a range of B2B partners (enterprises, telecoms, digital platforms, fintechs), which act not only as a platform amplifier but also as multiplier of customer engagement that unlocks additional customer data points and insights. 8.  A subscription-led ecosystem for merchants: the platform becomes the enabling layer for partners, merchants and other tech providers to accept payments through a wide variety of instruments, including subscription-based models that create permanent revenue and stickiness. 9.  Help merchants drive revenue growth via marketing channels: merchants sell discount deals, gift vouchers and other digital goods like tickets to platform users. 10.  Leverage a network of banks and other FS providers to expand distribution channels. 11.  First-mover integration advantage with the local ecosystem. Paytm was, for example, the first app to launch UPI Lite in India and has subsequently enabled wallet interoperability that allowed full KYC Paytm Wallets to be universally acceptable on all UPI QR codes and online merchants. Opinions: my own, Graphic source: Paytm quarterly reports Subscribe here to my newsletter: https://lnkd.in/dkqhnxdg

A roadmap is not a strategy! Yet, most strategy docs are roadmaps + frameworks. This isn't because teams are dumb. It's because they lack predictable steps to follow. This is where I refer them to Ed Biden's 7-step process: — 1. Objective → What problem are we solving? Your objective sets the foundation. If you can’t define this clearly, nothing else matters. A real strategy starts with: → What challenge are we responding to? → Why does this problem matter? → What happens if we don’t solve it? — 2. Users → Who are we serving? Not all users are created equal. A strong strategy answers: · What do they need most? · Who exactly are we solving for? · What problems are they already solving on their own? A strategy without sharp user focus leads to feature bloat. — 3. Superpowers → What makes us different? If you’re competing on the same playing field as everyone else, you’ve already lost. Your strategy must define: · What can we do 10x better than anyone else? · Where can we persistently win? · What should we not do? This is where strategy meets competitive advantage. — 4. Vision → Where are we going? A roadmap tells you what’s next. A vision tells you why it matters. Most PMs confuse vision with strategy. But a vision is long-term. It’s a north star. Your strategy answers: How do we get there? — 5. Pillars → What are our focus areas? If everything is a priority, nothing really is. In my 15 years of experience, great strategy always come with a trade-offs: → What are our big bets? → What do we need to execute to move towards our vision? → What are we intentionally not doing? — 6. Impact → How do we measure success? Most teams obsess over vanity metrics. A great strategy tracks what actually drives business success. What outcomes matter? → How will we track progress? → What signals tell us we’re on the right path? — 7. Roadmap → How do we execute? A roadmap should never be a list of everything you could do. It should be a focus list of what truly matters. Problems and outcomes are the currency here. Not dates and timelines. — For personal examples of how I do this, check out my post: https://lnkd.in/e5F2J6pB — Hate to break it to you, but you might be operating without a strategy. You might have a nicely formatted strategy doc in front of you, but it’s just a… A roadmap? a feature list? a wishlist? If it doesn’t connect vision to execution, prioritize trade-offs, and define competitive edge… It’s not strategy. It’s just noise.

Your Head of Product will tell you this: The best PMs aren’t product people. The best PMs are business people. Early in my career, I thought being a strong PM meant: ✅ Clean roadmaps ✅ On-time releases ✅ Backlog grooming like a pro I checked every box—and still missed the mark. Because none of that matters if the product doesn’t drive the business. Old way: PMs manage features, coordinate teams, and keep the engine running. New way: PMs challenge assumptions, prioritize by impact, and own outcomes—not just outputs. Before anything goes on the roadmap, ask: - What business metric does this move? - What customer problem does it solve? - Why now? When you start thinking like a business owner—not just a product owner—everything changes. Here are 3 ways to make that shift: ✅ Take the initiative to drive action. Don’t wait for direction—own the next move. -> Frame problems, not just solutions. -> Bring data and customer insights to support your case. -> Proactively align with cross-functional partners. 💡 Actionable step: Use a BLUF (Bottom Line Up Front) to pitch new ideas: - What we’re proposing - Why it matters to the business - What we need to move forward ✅ Ensure the team knows the vision you’re pursuing. People don’t rally behind features—they rally behind purpose. -> Set clear outcomes, not just outputs. -> Anchor sprints to customer impact. -> Tell the story behind the roadmap. 💡 Actionable step: Start each sprint with a one-liner: "This week, we’re solving this problem for this customer because it supports this business goal." ✅ Prioritize by business impact. Great PMs don’t chase effort—they chase outcomes. -> Tie every feature to a metric that matters. -> Cut what doesn’t move the needle. -> Make tradeoffs visible and deliberate. 💡 Actionable step: Make sure every feature on the roadmap is linked to a prioritized strategic initiative. If it doesn’t ladder up, it doesn’t ship. Final thought: You don’t need an MBA. But you do need to think like a GM. -- 👋 I’m Ron Yang, a product leader and advisor. Follow me for insights on product leadership & strategy.

𝗧𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗮𝗯𝗼𝘂𝘁 𝗮𝗻 𝗔𝗜 𝗦𝗧𝗥𝗔𝗧𝗘𝗚𝗬 𝗳𝗼𝗿 𝘆𝗼𝘂𝗿 𝗰𝗼𝗺𝗽𝗮𝗻𝘆? This is one of the clearest roadmap you’ll ever get to build your own: ⬇️ 1. 𝗔𝗜 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗚𝗼𝗮𝗹 𝗦𝗲𝘁𝘁𝗶𝗻𝗴 (𝗧𝗵𝗲 𝗖𝗼𝗿𝗲): This is your strategic north star — where you define your ambition and guide every downstream decision. • Drivers → Why are you doing this? Clarifies the business/tech forces pushing AI forward.   • Value → What are you aiming to achieve? Links AI directly to measurable outcomes.   • Vision → Where is this going long-term? Provides inspiration and direction across teams.   • Alignment → Is everyone rowing in the same direction? Ensures synergy. • Risks → What could go wrong? Sets the baseline for governance and responsible AI.   • Adoption → Who will actually use it? Anticipates friction and enables change management. 📍 This is the master blueprint — Without this, you’re just building disconnected POCs. No clear target = no impact. 2. 𝗔𝗹𝗶𝗴𝗻𝗲𝗱 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗲𝘀 (𝗠𝗮𝗸𝗲 𝗜𝘁 𝗙𝗶𝘁 𝗬𝗼𝘂𝗿 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀): This is where your AI ambition meets the reality of your broader enterprise. • Business Strategy → AI must serve the core business goals — not exist as a side project.   • IT Strategy → Ensures your infrastructure can support scalable AI.   • R&D Strategy → Aligns innovation with AI capabilities and funding priorities.   • D&A Strategy → Without data strategy, no AI strategy will scale. • (...) Strategy → ... 📍 Connect AI to the real levers of power in your organization — so it doesn’t get siloed or shut down. 3. 𝗔𝗜 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗠𝗼𝗱𝗲𝗹 (𝗠𝗮𝗸𝗲 𝗜𝘁 𝗥𝗲𝗮𝗹):   Once you know what you want to do, this defines how you’ll deliver it at scale. • Governance → Sets up ethical, legal, and operational oversight from day one.   • Data → Builds the pipelines and quality foundations for smart AI.   • Engineering → Equips you with the technical backbone for deployment.   • Technology → Selects the right tools, platforms, and architecture.   • Organization → Assigns ownership and accountability.   • Literacy → Ensures the workforce can actually work with AI. 📍 This is your AI engine room — without it, strategy stays theoretical. 4. 𝗔𝗜 𝗣𝗼𝗿𝘁𝗳𝗼𝗹𝗶𝗼 (𝗗𝗲𝗹𝗶𝘃𝗲𝗿 𝘁𝗵𝗲 𝗩𝗮𝗹𝘂𝗲):   Now it’s time to build — but with structure and intent. • Ideation/Prioritization** → Surfaces the best use cases, aligned with strategy.   • Use Cases → Translates goals into concrete applications and MVPs.   • Buy-Build → Decides how to deliver: in-house, outsourced, or hybrid.   • Change Management → Drives real adoption beyond pilots.   • Value/Cost Management → Measures success and ensures scalability. 📍 This is where value is realized — where strategy finally touches the customer and the business. 𝗬𝗼𝘂𝗿 𝗔𝗜 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝘀𝗵𝗼𝘂𝗹𝗱 𝘄𝗼𝗿𝗸 𝗹𝗶𝗸𝗲 𝘆𝗼𝘂𝗿 𝘁𝗲𝗰𝗵 𝘀𝘁𝗮𝗰𝗸: 𝗙𝘂𝗹𝗹𝘆 𝗶𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗲𝗱, 𝗲𝗻𝗱-𝘁𝗼-𝗲𝗻𝗱 𝗮𝗻𝗱 𝗯𝘂𝗶𝗹𝘁 𝘁𝗼 𝘀𝗰𝗮𝗹𝗲! Graphic source: Gartner

Do you also feel your roadmap planning is a counterproductive waste of time? Change that to a productive exercise that will set your success 12 months ahead with the following 10 pieces of advice: 1) Start too early The earlier you start, the more time you have to align with stakeholders and refine priorities. October might feel early, but having a draft ready before the year ends allows for feedback and stressless adjustments. 2) Clarify goals and strategy A roadmap without a clear purpose is just a wish list. Tie it to business goals, customer needs, and your overarching strategy. This gives your roadmap direction and credibility. 3) Allow everyone to chip in Your roadmap will be stronger if it includes diverse perspectives. Devs will ask for essential technical investments, sales understand customer pain points, and support hears complaints daily. Use their input to ensure your roadmap addresses real needs. 4) Double-check with legal Don't overlook this! Legal compliance can make or break your plans, especially in industries like fintech, healthcare, or data-heavy products. A quick legal review now can save you from costly setbacks later. 5) Organize a brainstorming workshop Bring stakeholders together for a focused brainstorming session. Use sticky notes, whiteboards, or virtual tools to encourage creativity. Workshops help uncover ideas you might not have considered and build alignment early. 6) Put an effort estimate on the most promising items Prioritization isn't just about impact; effort matters too. Collaborate with your devs to estimate the time and resources needed for each initiative. This helps balance quick wins with high-impact projects and helps choose the actual roadmap items during prioritization. 7) Ask your designer to put some quick visuals for the selected initiatives A picture is worth a thousand words. Having simple visuals for key roadmap items can help stakeholders grasp the vision faster and ensure everyone is aligned on what success looks like. 8) Organize work by quarters, not months, and especially not sprints Quarterly planning gives enough flexibility to adapt while still maintaining structure. Monthly plans can feel too rigid, and sprint-level roadmaps are operational, not strategic. Keep your roadmap focused on the big picture. 9) Leave room to breathe Don't overload the roadmap. Unexpected challenges will arise, and new opportunities will pop up. Leaving 20-30% of capacity unplanned ensures you can adapt without derailing the entire roadmap. 10) Be careful with your comms Communicate clearly that the roadmap is a direction, not a commitment. You’re agile, not waterfall. Keep flexibility baked into your messaging to avoid frustration later. So, does your roadmap planning feel like it produces something meaningful? Let me know in the comments! #productmanagement #productmanager #roadmap P.S. If you liked this read, be sure to catch more with my free newsletter. Subscribe at: www. drbartpm. com :)

🍱 How To Organize Your Design System At Scale (https://lnkd.in/e9343uqv), a fantastic case study on how to set up a design system with 900 shared components and 25 designers — with product-specific domain components and shared ownership between the design system guild and product designers. Written by Jérôme Benoit Reveau ↓ Key takeaways: ✅ 1 design system, 8 design libraries, 1 library serves 1 goal. ✅ Each library has owners, editors (edit/publish), users (view-only). ✅ All designers have access to all resources from all files. ✅ Product team has domains, each domain has feature teams. ✅ Foundations + Core components are owned by design system team. ✅ Domain components are product-specific, owned by product designers. ✅ Each feature team has its own frame (not a page!) on a Domain page. ✅ Domain components are structured [Instance name] 💠 [Core name]. ✅ The work by product teams can move up to the Core level, too. In many products, different feature teams often have very different needs, and that’s why secondary design systems emerge. With this set-up, all teams are still working within 1 single design system, pulling and pushing components between levels and having search across all design work in all domains at once — without an organizational overhead! 👏🏼👏🏽👏🏾 Useful resources: How To Organize 1250+ Design Screens in Figma (+ File examples), by Lorenzo Palacios Venin https://lnkd.in/e7X4fKcj Booking.com: Multi-Platform Design System (+ Figma), by Nicole Saidy https://lnkd.in/dVjZscBV Frog: Building A Global Design System, by Anthony Nguyen https://lnkd.in/etkiTxfB Doctolib Figma Files Organization Tips, by Jérôme Benoit Reveau https://lnkd.in/eK7bhQeS Multi-Brand Design System, by Pavel Kiselev https://lnkd.in/eShgnPnW Design System Strategy Map, by Romina Kavcic https://lnkd.in/exp7Az7N Design System Structure for Teams, by Luis Ouriach https://lnkd.in/eFZUjUCU Organizing Design System For Scalability, by Allie Paschal https://lnkd.in/eeAtakGs Design That Scales (Book), by Dan Mall https://lnkd.in/eeFrqFfP And kudos to the wonderful design team at Doctolib and all the wonderful designers above for sharing their insights for everyone to learn from!👏🏼👏🏽👏🏾 #ux #DesignSystems

Building a product strategy that bridges vision with reality is one of the hardest parts of leading a product team. You’re balancing immediate priorities while keeping everyone aligned with long-term goals. That’s where the 'Product Strategy Layers' framework comes in, it provides a step-by-step guide to making strategic decisions that move your product forward. Here’s how it breaks down: 1. Company Vision This is your 5-10 year north star. It’s more than just a lofty idea—it sets the direction for everything your organization does, from product investments to team priorities. If the vision isn’t clear, it’s easy for teams to lose focus and drift. 2. Strategic Intents These are your 1-3 year business challenges that push the organization closer to that vision. They focus your team on specific areas and bridge the gap between high-level goals and everyday execution, making sure efforts are aligned and deliberate. 3. Product Portfolio Strategy This layer is all about identifying the key problems you need to solve across your product lines to meet those strategic intents. It’s where you decide where to invest resources for the greatest impact and how to align multiple products around common goals. 4. Product Strategy & Initiatives Now we zoom in on individual products. At this level, you’re planning for the next 6-12 months, defining specific initiatives that drive your product forward. The goal is to make sure every action contributes directly to your product portfolio strategy. 5. Options The most granular layer. Here, you explore different solutions, run experiments, and iterate. It’s highly flexible but remains rooted in the broader strategy, allowing your team to adapt quickly without losing sight of the overall vision. Using this layered framework ensures every decision you make is connected to the BIGGER picture. The 'Product Strategy Layers' structure helps you align your team, streamline decision-making, and consistently drive toward long-term success. #productoperations #productmanagement #productstrategy #strategicplanning