When a team is small and the product direction is very top-down, this phenomenon is quite common. It makes sense in theory: those who started the company and established the initial product vision lay out the roadmap for the future versions. In practice, though, those now-executive-level CEOs, CTOs, and CPOs have become more removed from the specific details and challenges of the product team, so they overestimate what can be accomplished and by when. The roadmap needs to account for this growth.
