Archive of the PRODUCTHEAD newsletter, a regular newsletter of product management goodness, curated by Jock Busuttil (@jockbu).
» 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
» 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
» 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
» What are the factors that lead us to trust someone (or an AI tool)?
» Vibe coding is great for prototyping; but for production code, dev teams still rule
» To keep forward momentum, frame discovery around decision making, not just insight
» Product people fight for the users, our teams and the business’s overall health
» 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
» What happens when anyone in your org can build and ship product?
» GenAI is creating a productivity disparity between companies using it by default and those which are not
» Investors are increasingly valuing companies based on ‘revenue per employee’ (≈ efficiency)
» Job interviews are a terrible way to assess how someone will perform in role
» All genAI companies are evil, but some are less evil
» Accumulated inefficiency has come back to bite organisations – what to do about it
» Tomer Sharon will be remembered for pioneering UX research techniques such as Experience Sampling and Google’s HEART framework
» 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
