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roadmap-narrative

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Transform a prioritised initiative list into a compelling strategic roadmap narrative. Use when asked to write a roadmap narrative, explain the product roadmap to non-technical stakeholders, connect roadmap items to company goals, or produce an exec-shareable roadmap story. Produces a themed narrative with strategic context, quarter progression arc, an executive summary, and a 'what's not on the roadmap' section.

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Roadmap Narrative Skill

Convert a ranked list of product initiatives into a clear, strategic narrative that connects individual items to company goals and communicates a coherent product direction.

Required Inputs

Ask the user for these if not provided:

  • Prioritised initiative list (with rough timelines or quarters)
  • Company OKRs or strategic priorities (to connect roadmap to company goals)
  • Audience (all-hands, board, investors, sales team — changes tone and depth)
  • Items explicitly NOT on the roadmap (optional but strengthens credibility)

Process

  1. Review the prioritised initiative list and company OKRs provided
  2. Identify 2-3 strategic themes that group the initiatives naturally
  3. For each theme, articulate: the problem it addresses, the customer it serves, the metric it moves
  4. Write a quarter-level narrative that shows progression — how does H1 set up H2?
  5. Draft an executive summary (3-4 sentences max) that non-technical stakeholders can repeat
  6. Validate — Confirm every initiative maps to a theme. If an initiative is orphaned, either create a theme or flag it as a narrative gap to address

Output Structure

Product Roadmap: [Quarter/Half/Year]

Strategic Context: [1 paragraph: market moment, key challenge, our response]

Theme 1: [Theme Name]

  • Strategic rationale
  • Initiatives included
  • Primary metric impacted
  • Dependencies

[Repeat for each theme]

What's Not on the Roadmap (and Why): [2-3 items with rationale — shows strategic discipline, not just prioritisation]

Executive Summary (shareable): [3-4 sentences that could be shared in an all-hands or board update]

Tone Guidelines

  • Write for a CFO, not an engineer
  • Lead with customer outcomes, not features
  • Be honest about what's NOT on the roadmap and why

Quality Checks

  • Every initiative in the input maps to a strategic theme
  • The executive summary can stand alone and be repeated correctly after one reading
  • Progression narrative shows causal links between quarters (not just chronological listing)
  • "What's not on the roadmap" section includes at least 2 items with clear rationale
  • Language throughout is free of engineering jargon — tested by asking: "could a CFO repeat this?"