Was This a Problem of Knowing, Deciding, or Doing?
Knowing. Deciding. Doing. Three dimensions every failure lives across. Most teams examine one and conclude. The real failure is never found until someone asks the right question first.
Topic
Product Management
A collection of 17 issues
To Think Outside the Box, First Squeeze It
To think outside the box, you first need to squeeze it. Most teams treat constraints as obstacles. But some force clarity. Others hide the real problem. The worst ones? Still invisible. A framework for finding what matters when everything feels important.
Why Does Your Team Keep Shipping and Missing?
Your team shipped. The metrics didn't move. The retro produced action items. None of it helped. Here's why.
Shipping Your First AI Agent in 30 Days: A Guide for Product Managers
An executive demands an AI strategy in six weeks, but a deck without data is just theory. Learn how one PM used radical constraints to ship a single AI capability in 30 days, proving that real usage data from two users is more valuable than a perfect plan.
Outcomes Are For Settling Bets
Most product teams treat outcomes like a report card. Did we hit the number? Did we pass or fail?
But an outcome isn't a grade. It's how you settle a bet.
Every item on your roadmap exists because someone made a hypothesis: "If we build
Should You Build AI Agent Capabilities? A Decision Framework for Product Managers
Your CEO asks: "Should we become an agent capability?" You have one quarter, one team, finite resources. Build for AI agents or ship features your customers asked for? The five dimensions that determine which path fits your product.
When Not to Fail Fast?
Fail Fast tells you how to move. It doesn't tell you what to check before you start. The cases where those questions go unasked don't just fail fast. They fail wide, quietly, and at someone else's cost.
The Reversible Decision: A Product Manager's Guide to Navigating Uncertainty
Certainty is a recipe for brittleness. In fluid markets, the only real strategy is a shock absorber. From Bezos's Two-Way Doors to the Three-Strike Rule, learn how the Reversible Decision framework lowers the cost of being wrong and creates the space for growth.
Your SaaS Product Is Becoming Liquid: The Bundle Is Unbundling
Two parallel shifts are converging: AI agents that generate interfaces on-demand, and LLMs that compile intent into code. Together, they're ending the era of fixed software. If the UI and the logic layer goes away, what's left of your SaaS product? Time for an uncomfortable exercise.
The Street Sweeper Trap: Why Your Solutions Are Just Creating More Work
A city has pristine streets, but 5000 sweepers scrub them daily at a huge cost. This is the "Street Sweeper Trap." We often fall into the trap of solving symptoms with effort instead of architecture. Stop being the janitor of your team; start being its architect. Learn the 4-step framework.
The Machinery
Your fitness app warns your streak will break. Your meditation app reminds you to be mindful. None are designed for peace of mind. They're designed to keep the machinery running. What if we built products differently?
The Happy Path Is the Shadow of Good Failure Design
The happy path builds itself when failure is designed from the start. This essay breaks down a simple hierarchy for ranking errors, planning recovery, and shaping products that feel smooth not by accident, but because the messy paths were handled deliberately.
If AI Builds Faster Than You Can Think, How Do Product Managers Stay Relevant?
AI has made building effortless — but not meaningful. As prototypes shrink from months to minutes, the real advantage isn’t speed; it’s awareness. This essay explores how Product Managers can adapt their craft, design faster feedback loops, and rediscover meaning in an AI-accelerated world.
Are Your Experiments Killing Innovation?
Does your team runs dozens of experiments every month? Let's explore how great product teams turn experimentation into true discovery, and why organizations get this wrong.
Building Better Software Teams Part 3 - 4 Symptoms or One Problem
This story is third in the series Building Better Software Teams in which we understand and try to remediate some common issues faced by software teams.
In the previous part, we saw how 5 Whys can be a great way to get to the root of an issue. Once the
Building Better Software Teams Part 2 - Starting with 5 Whys
In Part 1, we explored the story of Beth and her team, who are facing challenges in delivering a critical project on time. We observed Beth taking initiative by speaking with her manager, Linda, to bring the team together and discuss their current predicament. Additionally, we saw them identify 6
Building Better Software Teams Part 1 - The Challenges
What traits make a great software team? Join Beth's journey to uncover the keys to success for the product triad. 💻🚀 #SoftwareTeamSuccess