» Traditional SaaS companies will struggle if they believe they’ll control their UI for ever
» Some org leaders think that AI can replace their “glue people”
» The glue person’s work is often invisible because they were good at it
» Make your principles explicit so you can make the hard trade-offs between things you value
» Your organisation’s strategy is the anchor that your culture – how you work together – is built on
» 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
» 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
» 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
» 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
» 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
» 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
» “This is what we learned, and here’s how we’re going to adjust our plan”
» As with strategy, studying and predicting the future isn’t an innate skill but a muscle you can build
» AI will eventually have its “plane crash moment”
