Agentic Development
I stopped writing user stories
With agentic coding, user stories frustrate engineers. Replace them with an intent brief and steer by examining the working software.
Leading
Notes from ProductLab Berlin: what GetYourGuide, Miro, Babbel, Contentsquare, Ablefy, and n8n changed in how their product teams work
Agentic Development
Agentic coding makes development faster, sometimes dramatically. That doesn’t make the team faster. It moves the bottleneck, and the process has to change with it.
Agentic Development
Established companies can’t adopt AI like startups. Map how your teams really work, find the bottlenecks, then decide where agents can speed up delivery.
What happens when your strategy becomes disconnected from reality? Do you hold an urgent workshop? Or is there a better way?
Unlock intrinsic motivation by asking PMs to create development plans that drive their own career goals.
If your product org is overly flat and communication is breaking down, grouping teams into product lines can help.
Dealing with performance problems is the least enjoyable part of product leadership. Shifting from a parent-child approach to an adult-adult approach can change how this feels for everyone.
A PM is waiting for clarity from the company about direction. Surprisingly, the execs feel that they have given perfectly clear direction. Use a 2-page strategy brief to build consensus.
You want to roll out a change, but that change involves other humans who have other things in mind.
Plays for leading product orgs through times of change. Right now: the shift to agentic work.
Every organization has projects that they just don't seem to be able to make progress on because no one team or department is responsible. When they become critically urgent, a 'rock team' is a way to make significant progress inside a quarter.
With a large organization, you can't walk each PM through a quarter's prioritization tradeoffs. Use capacity planning to do this with many PMs at once.
If I am working closely with an experienced team, this is one of the quickest and easiest ways to get a sense for how long it might take to build something new.
What happens when your strategy becomes disconnected from reality? Do you hold an urgent workshop? Or is there a better way?
There are always competing demands on PMs. We expect PMs to prioritize. It's their job. But many CPOs don't bother to discuss the prioritization algorithm with their PMs.
When we assign work, the leader who made the plan is the one who owns the plan. Everyone else is just 'helping', but not responsible for the whole. How can we get better engagement?
Assumptions about feature value get upended once you understand the customer’s job. Agents need that same context to build the right thing.
Customer empathy has a half-life of 30 days. Agents can speed up delivery, but they can’t have the conversations that tell you what to build.
Unlock intrinsic motivation by asking PMs to create development plans that drive their own career goals.
If a PM doesn't understand, deeply, how cash is flowing in the company, they're going to waste time on features that make no difference.
What to do if you can't give promotions or hire senior leaders, but you need more leadership capacity
When there are many different product roadmaps, scattered across many decks, and nobody is sure which one to trust, this one trick will help.