Author: Jock Busuttil

Jock Busuttil is a product management and leadership coach, product leader and author. He has spent over two decades working with technology companies to improve their product management practices, from startups to multinationals. In 2012 Jock founded Product People Limited, which provides product management consultancy, coaching and training. Its clients include BBC, University of Cambridge, Ometria, Prolific and the UK’s Ministry of Justice and Government Digital Service (GDS). Jock holds a master’s degree in Classics from the University of Cambridge. He is the author of the popular book The Practitioner’s Guide To Product Management, which was published in January 2015 by Grand Central Publishing in the US and Piatkus in the UK. He writes the blog I Manage Products and weekly product management newsletter PRODUCTHEAD. You can find him on Mastodon, X (formerly Twitter) and LinkedIn.

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» Moving to a product-led growth model takes time and will encounter resistance

» A product-led model does not replace the sales-led or marketing-led approach completely

» Growth loops operate on a similar principle to compound interest

» Software companies with a frictionless product approach displace custom-built apps

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» Take a systematic approach to evaluating multiple solutions to the same opportunity

» ‘Assumption’ is just another word for ‘things we believe’

» When there are many opportunities in contention, assess whether it’s worth solving the problem

» We tend to come up with solutions before defining the problem they solve

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AI is:
» accelerating the design of novel proteins, enabling a new wave of vaccines and drugs

» predicting extreme weather events, helping to protect residents

» listening to the rainforest and sends real-time alerts for chainsaws, trucks, cars and signs of incursion

» monitoring the world’s oceans for illegal fishing activity

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» To reduce coordination cost, partition the work by time or space

» Behavioural design considers customers’ levels of mental energy, cognitive biases, and their existing patterns

» Successful organisations reinforce psychological safety in different ways

» Adding more people to a team makes communication a more significant overhead

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» To reduce coordination cost, partition the work by time or space

» Behavioural design considers customers’ levels of mental energy, cognitive biases, and their existing patterns

» Successful organisations reinforce psychological safety in different ways

» Adding more people to a team makes communication a more significant overhead

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» Decisions should be the result of rational and deliberate reasoning, but not all are perfectly rational

» Almost every decision has associated downsides or compromises

» Avoid trying to please people or to allow individuals to dominate the decision-making process

» It’s easy to conflate transparency on the decision-making process, with transparency on the actual decisions

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» The best moment to teach a user to use a new feature is when it is valuable for them

» Uncompleted tasks stick in a person’s memory, completed tasks are more easily forgotten

» Provide a safe, controlled environment to help users experiment and learn a new skill