PRODUCTHEAD: Rejecting extreme work
» Extreme work as a product leader is a systemic issue, not a failing of individuals to set boundaries
» Define performance expectations for your product team clearly using customer value, velocity and quality
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).
» Extreme work as a product leader is a systemic issue, not a failing of individuals to set boundaries
» Define performance expectations for your product team clearly using customer value, velocity and quality
» Dysfunctional overwork has been rebranded as a desirable attribute in some organisations
» Working at a slower, more natural pace actually increases productivity
» Continuous accesibility via mobile devices has eroded autonomy and increased stress
» AI means every organisation is facing their ‘Kodak moment’ right now
» Delegate the same kinds of task to an AI agent as you would to an intern
» Generative AI won’t help you find product differentiators
» Evals are a way of checking the quality and effectiveness of your LLM and AI tools
» Learning their skills hands-on is the best way to appreciate specialists’ roles
» A good roadmap can be a valuable way of showing reliability and building trust
» CEOs fall on a spectrum of ‘only assigning work’ and ‘collaborating with staff’
» Master the genAI tools relevant to your skillset before someone less experienced makes you redundant
» Services are inherited, messy, and rarely a clean slate
» There are different types of prioritisation, and we should consider them in combination
» The knowledge economy is being upended by genAI
» Why is it so hard to forecast return on investment (ROI) for a product?
» ROI is not the only measure of product value
» You can take account of uncertainty in your estimates in a systematic way
» Defend against short-termism by making your team’s strategic thinking visible
» People are increasingly working to live, not living to work
» Teams should only split their Decision Stack when their answers to “How?” diverge
» Repetition and reward are intrinsic to behaviour change in teams
» Rank stacking has fallen out of favour because it breeds internal sabotage and mediocrity
» Orgs drift between varying degrees of horizontal and vertical ‘coupling’
» We are arguably in 3 AI bubbles: speculative, infrastructure and hype
» Better methods than roadmaps exist when there’s a broad gap between vision and execution
» Product managers have to fill the gap when strategy is absent
» When taking a decision, first consider how reversible it it is
» Communities of practice evolve through different stages, which need different approaches
» Fight enshittification by encouraging interoperability and openness in your product ecosystem
» You can prove a concept by building something janky and cheap that shows it working for real
» OKRs do not exist in isolation – context, strategy and culture set the scene