I Manage Products blog
& PRODUCTHEAD newsletter

» There may be multiple ‘truths’ about the work depending on how different people frame it » Different groups of people will adopt strategy in stages, and have differing information needs » Fostering collaboration is the necessary first step for an organisation to work with more agility

» What are the factors that lead us to trust someone (or an AI tool)? » Vibe coding is great for prototyping; but for production code, dev teams still rule

» To keep forward momentum, frame discovery around decision making, not just insight » Product people fight for the users, our teams and the business’s overall health

» If you think product management is dead, you may not understand what it involves » Human connection is what really knits organisations together, not process and artefacts » Product roadmaps reflect the dysfunction inherent in your organisation

» What happens when anyone in your org can build and ship product? » GenAI is creating a productivity disparity between companies using it by default and those which are not » Investors are increasingly valuing companies based on ‘revenue per employee’ (≈ efficiency)

» Job interviews are a terrible way to assess how someone will perform in role » All genAI companies are evil, but some are less evil » Accumulated inefficiency has come back to bite organisations – what to do about it

» Tomer Sharon will be remembered for pioneering UX research techniques such as Experience Sampling and Google’s HEART framework

» Product managers exist in part to free up the specialists to do their thing » Being the point of contact with senior executives and stakeholders tends to also make you accountable to them » Specialists’ expertise is needed to wield a tool effectively, even if it’s easy to use

And is the increasing reliance by junior developers on AI coding assistants storing up a generational skills shortage for the future – ‘professional debt’, if you will?

» Different cultures communicate with varying directness; context heavily influences interpretation and meaning » Leadership, trust, and decision-making styles differ widely across cultural backgrounds and must be adapted to the team » Bridging cultural divides requires empathy, flexibility, and awareness of one’s own cultural lens

» Organisational changes will reveal weak spots in the current ways of working before you adapt them » Structure teams differently based on the nature of the work » There is value in using shared language to describe how teams differ

» Be comfortable not having all the answers; trust your team » Prioritise the customer when balancing B2C/B2B decisions » Counteract your cognitive bias towards adding complexity by subtracting