Company Context

AsanaFlow is a B2B SaaS workflow platform used by 25,000 mid-market teams for project planning, approvals, and cross-functional collaboration. The company has strong adoption in operations and marketing teams, but product leadership has noticed that feature delivery is becoming output-driven rather than outcome-driven as the engineering organization scales.

Problem

Over the last two quarters, AsanaFlow shipped 14 roadmap items on time, but only 5 met their expected business goals. Post-launch reviews show a pattern: engineers can explain what a feature does, but not why it matters to users or the business. PMs are writing detailed specs, yet teams still optimize for scope completion instead of customer impact. This has led to overbuilding, weak prioritization debates, and rework after launch.

The CPO has asked you to design a product operating approach that ensures development teams truly understand the business value of the features they are building before implementation begins.

Deliverables

1. Define how you would diagnose whether this is a communication problem, a planning problem, or a deeper product culture problem.
2. Propose a repeatable process, artifacts, and rituals that help engineers connect roadmap items to user needs and business outcomes.
3. Explain how you would prioritize what to change first, given limited PM and engineering bandwidth.
4. Define how you would measure whether the new approach is improving team understanding and feature outcomes.
5. Identify key trade-offs and risks in pushing for stronger business context across product and engineering.

Constraints

• You have one quarter to implement the first version of this approach.
• PM team is small: 6 PMs supporting 11 engineering squads.
• Engineering leadership does not want significantly more process overhead.
• Existing roadmap commitments cannot slip by more than 10%.
• Analytics coverage is incomplete for several recently launched features.