» ‘Good’ product practice is boring – good and useful progress without drama
» So you can build your own digital services. What’s next?
» Corporate values can be more revealing than might appear
» There’s a tension between what can do and what you should be doing
» 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
» There’s no one true version of product management, but there are 4 flavours
» Without support from the CEO, your product operating model probably won’t succeed
» 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
» Define in an operating model team sizes, roles, and responsibilities
» Reduce single points of failure and promote shared accountability
» Establish a shared language around team and domain evolution
» Stay firm on the chosen operating model and evaluate it within a specific timeframe
