What's been key to my startups on executing and following a roadmap was to use OKRs at the company level. The roadmap has become a consequence of the company's annual and quarter OKRs.
As a product manager, you are responsible to come up with a roadmap and priorities based on your team's (engineers, designers) interpretation of the OKRs.
The same way you won't be telling the business team which client and opportunity they're chasing, they shouldn't try to draft your roadmap as they have no understanding of the technical challenges linked to your roadmap.
Using OKRs has been a common ground for multiple departments to agree on priorities and communicate progress. The challenge can be that there must be mutual trusts across teams. I recommend reading Measure What Matters. Ping me if you need more resources for OKRs and I'm ready to share more personal stories and experiences.
The first step is: encourage everyone in your team to read "Measure What Matters" https://www.whatmatters.com Then decide what matters to the company and all those involved and write it all down in a shared document.
Agreed. The first step is always to establish what matters most to your company and your team. From there you'll have a clearer picture of what your ideal destination is and then you can draft OKRs accordingly. Here's a simple online guide on How to write great OKRs: https://www.perdoo.com/how-to-write-great-okrs/.
This book has plenty of real life examples and there's one that might sound close to your reality. I wouldn't say that the whole leadership team needs to read it but I think that the CEO or COO needs to lead an objective based framework such as OKRs to make it successful.
Tability also has good readings on their blog:
https://blog.tability.io/the-4-stages-of-goal-tracking-how-t...
