In product management, we spend a lot of time figuring out how to work better. We optimize processes, eliminate extraneous meetings, and experiment with new ways to shorten and improve learning cycles. That’s all good. But as AI and new tools help things flow faster, I don’t think product leaders should try to make everything flow faster.
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Writing the novel turned out to be a bit harder than having an idea for the novel. And in some ways, writing and self-publishing Sam Vale was a surprisingly good product management exercise. You have a target audience, a problem you’re trying to solve, an enormous backlog of things you could add or change… and eventually you have to stop iterating and ship the thing.
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What’s your biggest weakness? Pretty standard job interview question. But Product Managers have a way of making even the simplest questions a little more complicated…
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Most of us have felt it at some point in our product careers. That nagging feeling that you’re a fraud. That the successes you’ve experienced have essentially come down to good luck, good timing, or aligning yourself to competent people who carried you through.
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Earlier this year, I did something every product manager secretly yearns to do: I built a product where I was the product manager, developer, designer, key stakeholder, target customer, and executive sponsor. It was remarkably easy to get roadmap alignment.
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The Thompson Twin’s 1983 pop song “We Are Detective” tells the playful story of detectives who are being spied on by other detectives, and there are lessons in here for how product management and UX can better cooperate to drive bigger business outcomes.
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