I Manage Products blog
& PRODUCTHEAD newsletter

A go-to-market strategy isn’t something you tack on as an afterthought to an upcoming product launch. Instead it’s about understanding where value exchanges occur, and figuring out how to make them more frequent, consistent and predictable.

» When a measure becomes a target, it ceases to be a good measure » Product, market, model and channel must all fit together to be successful

» In complex human systems the constraint is often policy, mindset, or coordination, not a single bottleneck » Being the “human in the loop” means having genuine authority, time to think, and understanding the bigger picture well enough to question the system

» AI is forcing us to adapt how we work in the face of greater information flow » However, this doesn’t mean we abandon the fundamental guiding principles of our discipline

» With AI, shipping a product is not ‘done’, it’s the start of testing whether its behaviour is acceptable » Staff-facing products are about tasks, decisions and protection » Operating models are shifting because of AI; during the transition communication and collaboration need to change

» 10-min Board prep: What do I need from this room? What’s my one-line recommendation? And what will they repeat without me in the room? » Culture, product and customer insight aren’t separate concerns, they’re interdependent

» Structuring analytics for user engagement » Defining an MVP in the AI era » When to use genAI and when to use machine learning (ML) » Product differentiation in a crowded market » Implementing reusable components and designs and more

» AI frees you up for thinking, learning and judgement » IKEA found €1.3B using AI as a growth lever, not a cost lever » AI should not be a further excuse to avoid human collaboration

» Communicating your differentiated value consistently works better than a custom pitch every time » For go-to-market without a PMM, aim to fill some of the gaps, not to take over the whole role » Traditional marketing-generated leads involve telling the customer the value; product-led growth shows the value instead

» Avoid ambiguity by speaking plainly » Bring the data, not the verdict » Articulate the cost and opportunity cost » A ‘yes’ is only worth something if a ‘no’ is worth something

» Exclusive free giveaways for PRODUCTHEAD subscribers in May » Use genAI to generate possibilities and identify blindspots in your thinking without incurring cognitive debt » Backlash against the UK’s NHS closing public code repositories

We seem to stuck in a contradiction in which we worry about AI’s effect on our critical thinking, while finding it equally hard to resist using. Why is that?