The IKEA effect is the documented phenomenon that people value something more highly when they helped build it themselves, compared to an equivalent finished product they only received.
Applied to roadmaps: a roadmap stakeholders helped co-create is harder for them to reject later, and they become more likely to defend it to others, than a roadmap simply presented to them for approval after the fact. The practical implication is to involve stakeholders in the process of building the roadmap, not only in reviewing the result.
From Bruce McCarthy & Melissa Appel's Align (Stakeholder Management as the "Secret Lubricant" of Product Success). A structural, upstream complement to Asking for Advice as Buy-in and Tying Initiatives to Stakeholder Priorities, which are more targeted buy-in tactics for individual stakeholders.
Some practitioners call this the "Inception" technique — leading a stakeholder to believe your idea is their own idea, by asking for their advice or otherwise involving them in shaping it early (see Asking for Advice as Buy-in). The stakeholder's felt ownership over the idea is what drives their support, independent of who actually originated it.
Chandra Janakiraman applies the same ownership effect to strategy documents: having the Strategy Working Group (Cross-Functional Strategy Co-Creation Team) co-author the strategy doc during Present Forward: A Five-Phase Process for Problem-Focused Strategy's Preparation and Strategy Sprint phases, rather than having a PM write it solo and present it, is what makes the resulting alignment durable — "something that comes from you feels a lot more familiar and easy to accept."
Из тем: Stakeholder Power and Trust