A Lean Roadmap acts as a prototype for product strategy, emphasizing the importance of learning from assumptions rather than rigidly committing to a fixed plan. The author argues that many teams mistakenly treat roadmaps as unchangeable delivery contracts, which stifles adaptability and innovation. Instead, roadmaps should reflect a team's current understanding of customer needs and market conditions, acknowledging that these insights will evolve. By viewing roadmaps as tools for experimentation, teams can enhance their strategic direction and prioritize effectively. The article outlines a process for creating effective roadmaps. It encourages starting with simple drafts that capture key problems in a rough order, using formats like Now-Next-Later to embrace uncertainty. Early sharing of these drafts with stakeholders is crucial for gathering feedback and identifying gaps. It’s important to remain flexible and open to discarding initial versions when new information arises. This iterative approach parallels design prototyping, where feedback refines the product, leading to stronger outcomes. The author warns against common pitfalls, such as treating roadmaps as contracts that limit the ability to adapt. This rigidity can undermine a team’s responsiveness to changing conditions. Strong product managers facilitate discussions around strategy, using roadmaps as prototypes to invite critique and foster alignment. By focusing on the roadmapping process itself rather than fixed outputs, teams can create a dynamic and effective strategic framework.