Why PMs Aren't Driving Strategy (And Why Workshops Won't Fix It)
A couple of years ago I sat in a strategy workshop where a facilitator spent about an hour walking product managers through where they sat in the market, opport...
Jun 28, 2023
Alex has forty-three items on the roadmap. Eleven of them are marked urgent. Three stakeholders want different things to ship by end of quarter, and the engineering team lead just asked, politely but firmly, for the team to stop being pulled in six directions at once.
This is the part of the job that doesn't get talked about enough, honestly. The prioritisation frameworks look clean in blog posts. The actual room where it happens is a mess.
Here's how the SCQA framework cuts through it.
Situation. Alex starts with what's actually true right now - not the aspirational version. What the data says, what customers have been asking for, what the competitive landscape looks like. The instinct is to jump straight to the features everyone's arguing about. Resisting that instinct is probably the most important part of the whole exercise.
Complication. Limited engineering capacity. A roadmap inherited from a previous PM that nobody fully believes in anymore. Two teams with legitimate but conflicting reasons to want different things first. The SCQA framework doesn't smooth those tensions over. It just names them clearly, which is its own kind of useful.
Question. What do customers actually need to be able to do that they can't do now? Which of these forty-three items would move the needle on the one thing the business actually cares about this half? Alex cross-references interview notes, talks to the sales team, looks at drop-off data. The question-setting process is messy, which is fine, more or less.
Answer. Not a ranked list. A set of bets with reasoning attached. Alex lands on five things she can defend in a room, each with a clear line back to a specific customer pain or business outcome. Some things get cut not because they're bad ideas but because a half-built feature is worse than nothing.
Anyway, the loop doesn't end when the roadmap gets locked. A competitor ships something unexpected. A customer interview surfaces a problem nobody had named yet. The SCQA structure gives Alex something to return to rather than starting from scratch each time - which is probably the most practical thing about it, though I'm not sure that's obvious from the outside looking in.
If you want a one-page version to work from, the SCQA cheat sheet has the template.
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