How do you nudge a large organisation to change without triggering defensive leadership instincts? That question sits at the heart of every product transformation I’ve seen. A recent piece on John …
Designing for Repair: What Product Leaders Must Do Now to Stay Ahead of the EU Right‑to‑Repair Shift
How many products in your portfolio are designed to be fixed rather than replaced? The EU’s new Right‑to‑Repair directive is no longer a policy debate — it’s a business reality that will reshape …
Why the Product Trio Alone Won’t Deliver Outcomes — and What Leaders Must Do Instead
Introduction Is assembling a product trio — product manager, designer and engineer — really the silver bullet for product success? Many organisations assume that putting the right job titles together …
How to Scale Autonomous Product Teams Without Losing Alignment
Why do so many organisations proclaim team autonomy as a strategic goal and then wonder why product outcomes stall? Autonomy is not a buzzword to pin on an org chart — it is a capability that must be …
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How to Sell Product Transformation to the Board — Lessons from SVPG and What To Do Next
Change in product management rarely fails because the engineering team can’t ship. It fails because executives feel threatened, metrics are misaligned, or the proposed change looks like an …
From Projects to Products: How to Rewire Your Organisation for Outcome‑Driven Growth
Why do so many digital initiatives deliver polished dashboards but no lasting change? Because organisations still treat value as a series of projects with end‑dates, not as ongoing products that must …