PRODUCTHEAD is my free curated newsletter of the best articles, videos and podcasts from product leaders and commentators all over the world. All neatly packaged up in a weekly email delivery for your reading, viewing and listening pleasure. Curated by Jock Busuttil (jockbusuttil.com).
» 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
» Semantic ablation is when language outliers and quirks are averaged away by genAI
» GenAI exposes the thresholds and grey areas in your service’s decision-making
» Being able to build fast necessitates more human selectivity, not less
» Understanding cultural lenses is a must when working across geographical teams
» Financially viable products must earn back multiple times their ongoing costs
» AI may help to solve (or exacerbate) long-standing operating problems
» With digital transformation largely ‘done’ in UK public sector, the next challenge is coherence
» Only having geniuses at the top of an org defining strategy for everyone else to enact is a relic of a bygone era
» The allocation of ‘time’ and the allocation of ‘capacity’ are very different concepts
» Bare facts by themselves are not persuasive; they must be “storified” in a way that triggers people’s sense of self
» A smaller initial ask can increase the likelihood of agreement to a larger, related ask
» Bad services can arise from not realising the service and the user need have drifted apart
» GenAI shifts the focus from shipping products to stewarding living systems that are continually learning and adapting
