I was thinking recently about a time in my career when everything felt in flow. Not just for me, but for the entire product organization. We weren't necessarily working longer hours. We weren't using some revolutionary methodology. We weren't even particularly well-resourced. But something was fundamentally different. I had theories about what made that period special, but I wanted to test my assumptions. So I reached out to colleagues from that time and asked them: What do y

When I suggested this article topic to my engineering partners here, they bristled. Good. That tension is exactly why we need to have this conversation. They were concerned that I was pushing back on the need for technical investment work. I wasn't. I was pushing back on the lack of precision in how we talk about it. And that distinction matters. The Problem with "Tech Debt" A few years ago I was helping a team that was battling incident after incident. Each outage expanded t

In the time it took to read this sentence, AI just helped someone generate a 15-page requirements document, three user story templates,...

You know that saying about the first step being a doozy? That's especially true for product discovery. The more ambiguous the problem or...

Welcome to the third article in our Product Operations series, where we explore how teams can optimize cross-functional collaboration to...

Welcome to the second article in our Product Operations series, where we explore how teams can optimize cross-functional collaboration to...

Welcome to our monthly Product Operations series, where we talk about how we help teams optimize cross-functional collaboration to match...