How many product decisions in your organisation are stillArguments-of-faith rather than evidence-backed bets? If you lead a product organisation, engineering practice or executive team, turning …
The Enshitiffication of the Owl Continues: A Product Leader’s Perspective
Duolingo showed the world how to scale language-centric gamification to the masses. It built a wildly recognisable brand, a delightful product hook and a huge user base. Yet the company struggles to …
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Scaling the Product Trio: Turning Collaboration into Measurable Outcomes
How do you take the magic of a well-functioning product trio — product, design and engineering — and scale it across a business so that teams consistently deliver outcomes, not just outputs? Many …
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Treat Your Ways of Working as a Product: Design, Measure and Improve How Teams Work
How you organise teams and ask them to work is not an incidental management choice — it is a product you design, ship and iterate. Yet most organisations treat ways of working as folklore: handed down …
How Small, Empowered Product Teams Scale Strategic Innovation
What happens when an organisation treats teams as boxes on an organogram rather than as the engine of value creation? Too often the answer is predictably dull: lots of meetings, fragmented …
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Stop Treating Roadmaps Like To‑Do Lists: Portfolio Management for Outcome‑Driven Product Leaders
What if your roadmap is nothing more than a meeting artefact—full of features that look important in slides but deliver little value in customers' hands? Too many leadership teams confuse activity …