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What questions do you have about product strategy?

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Tessa Constantine
PMI Team Member
Thought Leadership Strategist| Project Management Institute Greater Stockholm Area, Sweden

As project professionals, what questions do you have about product strategy?

Join Roman Pichler and PMI on January 28th for a candid discussion on product strategy. Roman will share his thoughts as a leading expert in product strategy and product leadership and will answer questions from the PMI community in an Ask-Me-Anything style conversation. We will explore what information an effective product strategy should contain, who should own it, how stakeholder agreement can be secured, how the product strategy connects to the business strategy and the product roadmap, and how often it should be reviewed and updated.

Regardless of where you fall on the product/project spectrum, understanding product strategy and organizational alignment can mean the difference between simply adequate product outcomes and truly transformational ones. Want to be sure we see your question? Post it in the comments below and help steer what information Roman covers in this dynamic, no-limits event.

Learn more about the webinar and register here. 
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Ashwin Kumar H M
Community Champion
Consultant| Canarys Automation Ltd Bangalore, Karnataka, India
Great initiative—looking forward to this session.
From a project professional’s perspective, my key question is:
How can organizations practically bridge the gap between product strategy and delivery execution, especially in environments where projects, programs, and products coexist?
In many organizations, product strategy is well-articulated, but alignment breaks down when translating it into roadmaps, funding decisions, and delivery priorities. I’m particularly interested in hearing your thoughts on:
  • Who should truly own product strategy in a matrix or PMO-driven organization
  • How often product strategy should be revisited to balance predictability with adaptability
  • What signals indicate that a product strategy needs recalibration before delivery risks escalate
Looking forward to learning from your insights, Roman.
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1 reply by Joseph Abu
Feb 03, 2026 4:07 PM
Joseph Abu
...
There is a M.O.R.E framework recently posted on the PMI page (easy 1 hr course, plus PDUs) that goes into this. The summary is product strategy has to be constantly reassessed based on emerging trends. Ultimately stakeholder perception of quality/delivery is more important than technical delivery.
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Gwenola Michaud
Community Champion
Project Manager & Advisor| Geosciences & Monitoring Consulting Milano, Italy
As well looking forward to this session!

Building on the execution-focused questions already raised, I'd be interested in learning more about how to validate a product strategy itself.

From your experience, what distinguishes a good (or good enough) product strategy - one that truly serves the business and generates value - from a weak or poor one?

In particular:
  • What signals suggest that a product strategy is effectively aligned with business goals?
  • Are there practical examples or indicators you have seen where strong product strategy led to better outcome?
  • Any common traits of poor product strategy?
I'm interested in how teams assess strategy quality early.

For my perspective, a "good enough" product strategy is one that clarifies decision-making : it helps the team prioritize, frames what the product is, is not yet, and will not be, and makes the expected business outcomes visible.

Looking forward to tuning in and hearing your perspective. Thank you!
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Eduard Hernandez
Community Champion
Product Operations Program Manager Barcelona, Cataluña, Spain

Some questions off the bat regarding product strategy in regulated environments (GMP):

- Who owns the strategy when regulatory requirements heavily shape what is possible?

- How do we define a strategy that is robust enough to withstand regulatory change, yet flexible enough to adapt?

- In summary: how can we translate a regulation-bound strategy into an executable roadmap that avoids costly rework?
avatar
Joseph Abu Atlanta, GA, United States
Jan 15, 2026 8:43 PM
Replying to Ashwin Kumar H M
...
Great initiative—looking forward to this session.
From a project professional’s perspective, my key question is:
How can organizations practically bridge the gap between product strategy and delivery execution, especially in environments where projects, programs, and products coexist?
In many organizations, product strategy is well-articulated, but alignment breaks down when translating it into roadmaps, funding decisions, and delivery priorities. I’m particularly interested in hearing your thoughts on:
  • Who should truly own product strategy in a matrix or PMO-driven organization
  • How often product strategy should be revisited to balance predictability with adaptability
  • What signals indicate that a product strategy needs recalibration before delivery risks escalate
Looking forward to learning from your insights, Roman.
There is a M.O.R.E framework recently posted on the PMI page (easy 1 hr course, plus PDUs) that goes into this. The summary is product strategy has to be constantly reassessed based on emerging trends. Ultimately stakeholder perception of quality/delivery is more important than technical delivery.

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