Practice the English vocabulary for product strategy discussions: roadmaps, prioritization frameworks, OKRs, and product vision communication.
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What is the difference between a 'strategy' and a 'roadmap' in product development?
Strategy defines your competitive position, target market, and how you will win. The roadmap operationalizes the strategy into concrete initiatives with timelines. Without strategy, a roadmap is just a feature list.
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What does 'now / next / later' roadmap format communicate?
Now/Next/Later avoids the trap of committing to distant dates that will change. It communicates direction and priority while being honest that plans 6+ months out are directional, not commitments.
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What is 'product-market fit' and how is it discussed in startup communication?
PMF (product-market fit) is the holy grail for early-stage startups. Marc Andreessen's original definition: you know you have PMF when you can feel it — waitlists, word-of-mouth growth, users upset when it breaks. The Superhuman metric: 40%+ users would be 'very disappointed' without the product.
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What does 'RICE scoring' prioritize features by?
RICE provides a structured way to compare features. Reach = users/month impacted; Impact = effect per user (1-3x multiplier); Confidence = % sure about estimates; Effort = person-months. Higher RICE score = higher priority.
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What is 'opportunity sizing' in product strategy discussions?
Opportunity sizing answers 'how big is this if we succeed?' It combines market size (TAM), addressable share (SAM), and realistic capture (SOM). 'If we capture 10% of the 2M-user segment, at $50 ARR, that is $10M ARR' is a classic opportunity sizing statement.
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What does 'thesis-driven roadmap' mean?
A thesis-driven roadmap makes assumptions explicit: 'We believe that if we reduce onboarding time from 10 minutes to 3, activation will increase by 20%'. This allows teams to measure whether the thesis was correct and update the roadmap based on evidence.
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What is a 'strategy tax' in product development?
Strategy tax is the cost of serving multiple strategic goals simultaneously. A product built for both consumers and enterprises often serves neither optimally. Teams acknowledge strategy tax when they build features required by a major partner rather than their core users.
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How would an engineer communicate technical strategy input to the product roadmap?
Engineers influence the roadmap by connecting technical needs to business outcomes: 'delay causes X business impact'. Framing technical work as a dependency for a business goal (enterprise SSO = revenue) is far more persuasive than arguing for technical quality alone.