A concrete practice for outcome-based roadmapping: next to every feature or deliverable, write the specific business outcome it is meant to drive — e.g., 'building X to increase conversion, to increase revenue' — rather than listing the deliverable alone. Hickman generalizes this past roadmaps into a broader management rule: 'Never tell people what you're working on without telling them why you're doing it.' The insight behind the rule is organizational, not motivational: even engineers who are handed an unvalidated, top-down solution still want the underlying why, and its absence from most roadmaps reflects a communication failure by leadership rather than disinterest from the delivery team. Complements Outcome-Based Roadmap Reframing and Roadmaps as False Control.