» 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
» 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
» KPIs measure what you’re already doing, OKRs are for change
» Problematic OKRs are too big in scope, activity-focused and disconnected from strategy
» The Narrative, Commitments, Tasks (NCT) framework offers an alternative to OKRs
» 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
» 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
» 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
» People are rarely idiots — assume they’re rational actors with good intent
» Sometimes you have to compromise on finding the ideal job
» What truly differentiates you from the rest of the market when anyone can build anything?
» A PM’s vibe coded prototype is just another way to dictate requirements to the team
» Just because you can build features more quickly doesn’t mean you should build them
» Greater strategic discipline than ever is needed to build worthwhile products
