I agree the old-school roadmap approach needs to change. But sometimes business planning for the year links new key product capabilities (new products or major functionality) with expected revenue, so it’s not unfair to expect some sort of roadmap. After all, in a public company executives are promising shareholders that they will hit certain financial targets a year in advance (and yes they do adjust, but it can be painful to do do). So, another approach is to plan for major themes which have been clearly identified as market needs and are high-level enough so that specific features are not the focus. That leaves room for testing of various approaches to build out the themes.