Beehiiv's product roadmap is guided by a simple three-part framework. First, build features to prevent existing customer churn. Second, build features that unblock new growth. Third, build features that create maximal hype and excitement in the market.
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Beehiiv's strategy to overcome an early feature deficit was to ship one "marketable" feature every week. The focus on "marketable"—meaning it's exciting enough to tweet about—ensured they built things users cared about, creating a narrative of rapid progress.
The CRO, not product marketing, is closest to the customer and knows what they will buy. The product roadmap should be a collaborative effort driven by the CRO, who can directly tie feature delivery to ICP expansion and revenue forecasts. This creates accountability and predictable growth.
After launching, Figma structured its product development into two parallel workstreams. The "blockers" stream focused on removing known issues preventing user adoption, while the "differentiators" stream focused on building unique, strategic features like design systems to evolve the product and win the market.
In early stages, the key to an effective product roadmap is ruthlessly prioritizing based on the severity of customer pain. A feature is only worth building if it solves an acute, costly problem. If customers aren't in enough pain to spend money and time, the idea is irrelevant for near-term revenue generation.
Allocate 50% of your roadmap to core functionality ('low delight'), 40% to features blending function and emotion ('deep delight'), and 10% to purely joyful features ('surface delight'). This model ensures you deliver core value while strategically investing in a superior user experience.
An optimal product roadmap isn't 100% emotional features. It should be a mix: 50% "Low Delight" (core functionality), 40% "Deep Delight" (functional and emotional), and 10% "Surface Delight" (purely emotional). This framework ensures a stable, useful, and lovable product.
To build a successful product, prioritize roadmap capacity using the "50/40/10" rule: 50% for "low delight" (essential functionality), 40% for "deep delight" (blending function and emotion), and only 10% for "surface delight" (aesthetic touches). This structure ensures a solid base while strategically investing in differentiation.
A product leader should actively manage development by allocating effort into three buckets: future big bets, core foundation (stability/tech debt), and growth/optimization. The resource allocation isn't fixed; it must dynamically shift based on the product's maturity and immediate business goals.
A single roadmap shouldn't just be customer-facing features. It should be treated as a balanced portfolio of engineering health, new customer value, and maintenance. The ideal mix of these investments changes depending on the product's life cycle, from 99% features at launch to a more balanced approach for mature products.
Effective strategic planning prioritizes identifying one or two "step change" bets that could fundamentally alter growth or customer experience. This focuses the team on high-impact swings first, with the rest of the roadmap, including incremental improvements and customer feedback, sequenced around these core initiatives.
