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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» A PM’s vibe coded prototype is just another way to dictate requirements to the team

» Just because you can build features more quickly doesn’t mean you should build them

» Greater strategic discipline than ever is needed to build worthwhile products

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» AI may help you ship faster, but validating what you shipped still takes time

» In large complex organisations, transparent, written communication helps to avoid misinterpretation

» A strategy is just a wishlist if you never actually follow through on a decision

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» 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

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» 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

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» 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