Marty Cagan argues that leaders often undermine their product organizations even when their intentions are good, and he lists ten common behaviors that stop leaders from actually helping. The behaviors range from…
Marty Cagan uses the Theranos collapse as a cautionary tale about founders who can sell a product concept but fail to discover and deliver a product that solves the real need. He argues that demand testing is the easy…
Marty Cagan argues that the common company process of taking executive or stakeholder ideas, building business cases, prioritizing feature roadmaps, and handing requirements down a line from product to design to…
Marty Cagan and Elias Lieberich describe how the product model shows up at Google, a company with nine products that each exceed one billion monthly users. The article frames the model around three parts: leaders…
Marty Cagan argues that great products are necessary but not sufficient for a great company, because a company known for strong products attracts predatory investors and executives who strip value for quick financial…
Marty Cagan argues that product work has two distinct modes: the project model, focused on output from predefined roadmaps, and the product model, focused on outcomes. As delivery costs have collapsed with AI, the…
Guest author Ben Erez argues against the view that feature-team PMs are merely project managers, contending they do real product work and that feature-factory setups can suit CEOs with strong product visions. He…