» Open and sustainable dialogue across roles leads to greater organisation coherence
» An organisation’s business model solidifies over time
» A new venture with a different model should ideally be pursued separately to the main org
» With AI, shipping a product is not ‘done’, it’s the start of testing whether its behaviour is acceptable
» Staff-facing products are about tasks, decisions and protection
» Operating models are shifting because of AI; during the transition communication and collaboration need to change
» 10-min Board prep: What do I need from this room? What’s my one-line recommendation? And what will they repeat without me in the room?
» Culture, product and customer insight aren’t separate concerns, they’re interdependent
We seem to stuck in a contradiction in which we worry about AI’s effect on our critical thinking, while finding it equally hard to resist using. Why is that?
» Changing behaviour and beliefs is crucial for people to adopt a fundamentally new org strategy
» Culture optimised without alignment has unintended consequences
» 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
» There’s a balance between motivating people to a goal and killing their enthusiasm with the gory detail
» Just as with users and customers, we need to meet our peers where they are
» In most complex organisations, product supports the organisation’s goals, not vice versa
» Conflict in product management is unavoidable
» Some conflict is actually desirable and healthy
» You can learn to assess and manage conflicts more constructively
» Comprehensive introductory training on large language models (LLMs)
» Nonverbal communication can make assistive robots more effective
» Practical suggestions to foster greater alignment between product and go-to-market teams
» Strategy is a coherent set of choices about what we’re going to do to achieve our vision
» Negotiating estimates ultimately leads to disappointment — it will still take as long as it was going to
» The necessary conditions for any behaviour to be enacted include capability, opportunity, and motivation
