Product management is the business process of defining a product vision, setting the product strategy, and executing on it by solving customer problems in ways that customers love and work for the business.Product leadership today isn’t about roadmaps and backlogs — not for teams that are actually working. AI has changed what “shipping” means and raised the bar for judgment, not lowered it. Many organisations, such as Wall Street English, are going one step further, merging their Product and Technology divisions under a single Chief Product and Technology Officer (CPTO). I am currently CPTO at Wall Street English.
Let’s bring Product Leadership into your business together
The organisations pulling ahead aren’t the ones with the best roadmap software. They’re the ones whose leaders can tell the difference between a feature that’s technically impressive and one that solves a problem the market will pay for — and who’ve built teams that can move fast without losing that judgment. As with Technology Leadership, success depends on each organisation’s ability to embrace, resource and execute the activities needed to embed product leadership into the corporate DNA.
Drawing on my experience leading Product and Technology together in the real world, I will help you set up the right product leadership capability for your business: finding and enabling internal talent, partnering with coaching and skills development providers, and exploring recruitment and team topology; as well as scaling up successful products into engines of profit or whole new businesses.
Contact me to find out how I can help you with Product Leadership
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23 Million Horses Lost Their Jobs at the Peak of Demand
Every time someone worries AI will shrink their industry, someone else reaches for Jevons paradox. The argument: when something gets more efficient, people don’t use less of it, they use more. Cheaper coal didn’t reduce coal consumption in the nineteenth century, it multiplied it, because it opened up uses that weren’t economical before. Apply the…
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Always Measuring the Wrong Thing
Every fix for a bad proxy metric turns out to be a new proxy metric. Spec-driven development is the latest version of a mistake engineering has made three times already.
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The T-Shaped Professional in the Age of AI — Video Essay
I wrote a six-part series on the T-shaped professional and why the profile matters more in the age of AI than it did before. This is the video version: the same argument, made in eight minutes. Most people are asking the wrong question about AI and careers. How do I stay relevant as AI gets…