What is the alternative? Assuming here there is such a thing as a correct engineering strategy, who should define it?
Or, maybe there should be no engineering strategy, at least not an explicit one written down?
Or, maybe there should be no engineering strategy, at least not an explicit one written down?
In terms of roadmapping, I like to use the phrase “futures, not features” to remind folks of the proper content for them.
In companies where engineering strategy is done well, the person defining the strategy (a director or VP usually) knows the technology as well as or better than any of the people working for him - that is why he or she is in that position. And because of that, he or she probably has buy-in from rest of the people in the engineering organization.
This piece of advice is good, but I don't see it applied. If you take the book's advice as useful (and I do), good strategy starts with diagnosis of a problem. The problem statements are much more important than the solution statements.