Prune the Product Tree

Prune the Product Tree is an innovation game derived from Luke Hohmann's Innovation Games. It represents a product as a tree: the trunk for the existing core, the branches for the major functional areas, and the roots for the technical infrastructure. Participants position features as leaves, close to the trunk if they are to be implemented soon, further out in the canopy if they are considered for later. The game helps to build a shared roadmap, identify imbalances, and prune what no longer belongs.

Walkthrough

1. 1

   Frame the intention and scope

   10 min

   The facilitator welcomes the group and clarifies the objective: "We are going to build a shared vision of the product's evolution, not produce a list of isolated requests." They remind everyone that the game serves to visualise the product as a living organism that grows, balances, and prunes. Participants confirm the product in question, the timeframe for reflection, and the types of ideas expected. The facilitator emphasises that final decisions can be revisited after the workshop, but the resulting map will serve as the basis for the roadmap.

   Tip — Make it clear from the start what is out of scope: this prevents the tree from becoming a catch-all for frustrations or organisational issues.

2. 2

   Draw and explain the product tree

   10 min

   The facilitator draws a large tree visible to all, on a flipchart, wall, or digital board. They label the areas: "The trunk represents the core of the existing product; the branches are the major functional areas; the roots are the technical infrastructure that supports the whole." They add that the leaves will be the features, ideas, or proposed evolutions. They explain the positioning rule: close to the trunk means sooner, towards the outer canopy means later.

   Tip — Do not draw a tree that is too beautiful or too small: deliberately leave plenty of space around the branches so that the group feels free to move, group, and prune.

3. 3

   Name the branches and roots

   10 to 15 min

   The facilitator asks the group to identify the major functional areas of the product and writes them down as main branches. They then invite participants to name the essential elements of technical infrastructure and place them in the roots. The instruction can be: "What major capabilities does our product offer? And what needs to be solid beneath the surface to support them?" The group adjusts the labels until they achieve a structure understandable by all.

   Tip — If the group debates for too long about the name of a branch, choose a provisional label and mark it with a question mark; the important thing is to keep bringing out the overall vision.

4. 4

   Produce the feature leaves

   10 to 15 min

   Each participant writes features, improvements, or ideas for evolution on post-its, one idea per leaf. The facilitator specifies: "Formulate elements that are concrete enough to be discussed, but there is no need to write a complete specification." For a few minutes, everyone works in silence to avoid groupthink and allow minority ideas to emerge. Then, participants briefly read their leaves so that the vocabulary is understood by all.

   Tip — Ask everyone to read each post-it aloud before placing it: this immediately identifies duplicates, vague formulations, and ideas that hide multiple features.

5. 5

   Place the leaves on the tree

   15 to 20 min

   Participants place their leaves on the tree by choosing the most relevant functional branch. The facilitator reminds them of the timing rule: "The closer the leaf is to the trunk, the sooner it is considered; the further it is towards the outer canopy, the later it is planned for." Cross-cutting ideas can be discussed collectively to find their most useful place. The group moves the leaves until they achieve a readable representation of the product trajectory.

   Tip — Explicitly allow for movement: a post-it placed is not a decision set in stone, it is a visual hypothesis that the group can improve.

6. 6

   Observe the shape of the tree

   10 to 15 min

   The facilitator encourages the group to step back: "Let's look at the tree as a whole before discussing each leaf." They guide the observation with three angles: is the tree balanced, is any branch overloaded, are the roots sufficient to support the whole? Participants identify very dense areas, sparse branches, technical dependencies, and risks of unbalanced growth. The goal is to transform the map into a collective diagnosis, not just an inventory.

   Tip — Physically make participants step back a few paces in person, or zoom out in a remote setting: the change in scale often triggers better observations.

7. 7

   Prune and stabilise the roadmap

   10 to 15 min

   The facilitator introduces pruning: "Some leaves may no longer have their place, are too early, too heavy, or do not serve the product's growth." The group discusses which leaves to remove, move, or rephrase, relying on the balance of the tree and the strength of the roots. Pruned elements are not erased without agreement: they can be placed in a separate area to keep track of the discussion. In the end, the tree represents a shared basis for the roadmap.

   Tip — Create a visible 'pruned / to be reviewed' area rather than a bin: this reduces resistance and allows for the removal of an idea without humiliating its owner.

8. 8

   Conclude and decide on next steps

   5 to 10 min

   The facilitator takes a photograph or exports the tree and checks with the group what should be retained: branches, roots, leaves close to the trunk, leaves further away, and pruned elements. They ask: "What decisions can we make now, and what points need to be addressed after the workshop?" Participants name the next actions: clarification, estimation, arbitration, or sharing with other stakeholders. The session concludes with the value produced: a common representation of the desired growth of the product.

   Tip — Do not leave the room without capturing usable output: take several photos, including an overview and close-ups by branch, otherwise the richness of the workshop will be lost.

Variants

• Customer-focused version: have the leaves produced solely from needs, pain points, or user benefits, then translate the leaves closest to the trunk into possible features.
• Technical debt version: start with the roots and ask the group which foundations need to be strengthened before adding new leaves to the canopy.
• Quick arbitration version: after placement, limit pruning to a collective discussion on leaves that are clearly out of strategy, redundant, or too far from the product core.
• Remote version: use a collaborative whiteboard with a large drawing of a tree, digital post-its, and sufficient zoom level to alternate between a global view and work by branch.