Archive of the PRODUCTHEAD newsletter, a weekly newsletter of product management goodness, curated by Jock Busuttil (jockbusuttil.com).
» 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
» Ready meals are okay, just not all the time
» Previous hype cycles masked who really had product-market fit and who didn’t
» Humans excel where AI doesn’t
» New tech rarely solves social problems
» Humans, not AI, are still sifting job applicants in or out
» PMs should use AI to amplify their thinking, not replace it
» Positive news for product managers in the UK job market
» Advice from someone unjustly fired from Facebook
» Traditional SaaS companies will struggle if they believe they’ll control their UI for ever
» Some org leaders think that AI can replace their “glue people”
» The glue person’s work is often invisible because they were good at it
» Make your principles explicit so you can make the hard trade-offs between things you value
» Your organisation’s strategy is the anchor that your culture – how you work together – is built on
» The art of influence is the highest-leverage skill remaining for product leaders
» AI agents require the same strategic clarity as humans do
» Building fast necessitates more human selectivity and expert judgement
» There’s no one true version of product management, but there are 4 flavours
» Without support from the CEO, your product operating model probably won’t succeed
» In a self-service world, good content design helps users do what they’re trying to do
» A content crit is a constructive, supportive peer review technique
» Poor content design diminishes the value of your product or service to users
» Visible and invisible process both contribute to how work actually gets done
» Orgs should not rely on individual heroic efforts in place of designed-in capacity
» Accelerating the build reintroduces a bottleneck and results in wasteful overproduction
» Context comes from not just sharing information but engaging with it
» With appropriate context, those closest to the problem should make the product decisions
» Be outcome-focused and evidence-based regardless of what kind of product or service you work on
» Be careful not to automatically balance out a conflicting behaviour in others (such as a founder’s bias)
» “The obstacle is the way” – every setback is an opportunity to improve our condition
