» 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
» Product-market fit is more elusive than ever in a dynamic market
» In deep-tech companies, it’s unrealistic to compete with your team on technical knowledge
» ‘Financial theatre’ occurs when the Board and product leadership aren’t communicating effectively
» There is room for both concrete and abstract thinking
» 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
» A prototype expresses a product concept far better and quicker than a product requirements document (PRD)
» People good at doing a thing themselves are not always good at building a system to do it
» Work is craft: theoretical knowledge and practical experience combined
» Conflict in product management is unavoidable
» Some conflict is actually desirable and healthy
» You can learn to assess and manage conflicts more constructively
I’m chatting with Voxgig’s Richard Rodger about common challenges in product management and DevRel:
» Why learning by soundbite gives a superficial understanding of the craft
» Why we’re finding it hard to communicate value to our bosses
+ more :-)
» At C-level, focus more on “what’s in it for you” and less on “here’s what I need”
» Get your strategy, priorities, risk-taking heuristics, and goals straight, and treat allocation as a hypothesis
» Larger companies are far more likely to hire for intern, junior or associate level PM positions, but competition will be greater
» Product success comes from the way its product manager makes decisions, thinks, communicates and relates
“My product roadmap is not getting the right information across to other people in my company. How can I improve it?”
