Blog

» Thinking purely in problems to solve can limit you » The words you use to describe your proposition are really a test of how well you know your target users’ needs » Find ways to ‘tilt the umbrella’: small considerate features for your users

» Too often, ‘building’ becomes the default state for a product team, at the expense of other valuable ways of working » An product team should not be so rigid that it cannot cope with the occasional mandate from above

» Extreme work as a product leader is a systemic issue, not a failing of individuals to set boundaries » Define performance expectations for your product team clearly using customer value, velocity and quality

» Dysfunctional overwork has been rebranded as a desirable attribute in some organisations » Working at a slower, more natural pace actually increases productivity » Continuous accesibility via mobile devices has eroded autonomy and increased stress » AI means every organisation is facing their ‘Kodak moment’ right now

» Delegate the same kinds of task to an AI agent as you would to an intern » Generative AI won’t help you find product differentiators » Evals are a way of checking the quality and effectiveness of your LLM and AI tools

» Learning their skills hands-on is the best way to appreciate specialists’ roles » A good roadmap can be a valuable way of showing reliability and building trust » CEOs fall on a spectrum of ‘only assigning work’ and ‘collaborating with staff’ » Master the genAI tools relevant to your skillset before someone less experienced makes you redundant

» Services are inherited, messy, and rarely a clean slate » There are different types of prioritisation, and we should consider them in combination » The knowledge economy is being upended by genAI

» Why is it so hard to forecast return on investment (ROI) for a product? » ROI is not the only measure of product value » You can take account of uncertainty in your estimates in a systematic way

» Defend against short-termism by making your team’s strategic thinking visible » People are increasingly working to live, not living to work » Teams should only split their Decision Stack when their answers to “How?” diverge » Repetition and reward are intrinsic to behaviour change in teams

» Rank stacking has fallen out of favour because it breeds internal sabotage and mediocrity » Orgs drift between varying degrees of horizontal and vertical ‘coupling’ » We are arguably in 3 AI bubbles: speculative, infrastructure and hype » Better methods than roadmaps exist when there’s a broad gap between vision and execution

» Product managers have to fill the gap when strategy is absent » When taking a decision, first consider how reversible it it is » Communities of practice evolve through different stages, which need different approaches

» Fight enshittification by encouraging interoperability and openness in your product ecosystem » You can prove a concept by building something janky and cheap that shows it working for real » OKRs do not exist in isolation – context, strategy and culture set the scene