As companies transition from traditional, more waterfall-oriented approaches to their products, they often struggle with understanding how agile practices fundamentally change the ways in which they need to plan and develop their product roadmaps, both for internal use as well as for discussion with key customers and market prospects. The old-school method of assigning specific features on a quarterly basis just fails the smell test when you’re claiming to be agile — the whole concept behind being “agile” is that you’re accepting that you aren’t some Oracle of Delphi, and that you really can’t predict the future with any certainty.
This doesn’t mean, however, that you can’t create a strategic plan that involves a product roadmap to put your investors, teams, and customers at ease. It just has to look different and to focus on the things that you can know, while allowing for the flexibility necessary to truly be agile and market/customer-driven.