When stakeholders clash over a product roadmap, here’s how to navigate the conflict: 1. Listen to each stakeholder’s perspective. 2. Refocus the conversation on broader company objectives and define clear success metrics (KPIs). 3. Leverage customer feedback, market data, and ROI analysis to ground decisions in evidence. 4. Use frameworks like MoSCoW or WSJF to objectively prioritize features based on business value. 5. Encourage open communication, find common ground, and propose compromises that meet multiple goals. 6. Be clear about the impacts of each decision, balancing short-term vs. long-term needs. By focusing on business goals, transparency, and data, you can resolve conflicts and create a unified roadmap.

Another effective tactic is to leverage data-driven insights to bring objectivity to the discussion. When each stakeholder has a specific roadmap preference, using customer feedback, market research, or performance metrics can help ground the conversation in shared realities. For example, if one group wants to prioritize feature development while another advocates for improving existing performance, presenting data on customer satisfaction or engagement levels can clarify what the market is demanding. Data can serve as a bridge, highlighting opportunities for alignment or trade-offs that balance different interests, ultimately steering everyone towards a decision that is supported by concrete evidence.

Irrespective of whether there are divergent internal views, the most dangerous strategy is to design from the inside outwards. The most effective and relevant product design process is always designed from the customer requirements backwards into the organisation. When this strategy is adopted, the divergent internal views become irrelevant and a slave to the design that will support what the customer is looking for

When stakeholders clash over the product roadmap, align everyone around the why. Start with big picture—remind them of the product’s core goals & the metrics that define success. Dig into their perspectives: is sales pushing for quick wins, while engineering wants stability? Understand "WHY" Next, let data do the talking. Use user insights, A/B testing or market trends to validate ideas. Prioritise features based on impact vs. effort: high impact, low effort wins take the lead. Prototype where possible and let real feedback settle debates. Over communicate decisions & ensure transparency so even if someone’s idea doesn’t fly they know the reasoning. Sometimes a casual coffee chat can smooth things out. Diplomacy, data & clarity always win

The headlines reads like this: We have to please internal stakeholders. That's dangerous. When that's the case, teams will: - Become service providers to business - Focus on internal demands - Lack contact with customers It doesn't have to be this way. It's key to understand product teams exist to create customer and business value. That's only possible when product teams: - Align with stakeholders instead of pleasing them - Create roadmaps based on customers needs - Focus on value instead of internal demand The above is hard, but necessary.