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Marty Cagan argues that employees join a company but leave a manager, so a manager's behavior strongly shapes job satisfaction and team effectiveness. He offers a list of characteristics of great product leaders, aimed…
Melissa Perri argues that when several product teams must deliver a shared cross-team integration, companies need a deliberate coordination model or the work stalls. She describes two strategies: dual responsibility…
Lenny Rachitsky compiles 25 high-signal interview questions gathered from roughly 150 podcast guests, grouped by theme: handling hard situations, how candidates think, how they build and drive impact, who they are as…
Teresa Torres responds to reactions to her earlier post arguing against traditional brainstorming. She clarifies how creative output is measured (fluency, flexibility, originality) and addresses objections about…
Teresa Torres argues that job seekers should research their target market and specific companies before applying, treating the search like product discovery. She suggests interviewing the target companies' customers…
Teresa Torres extends her earlier post on user stories by walking through the INVEST criteria (Independent, Negotiable, Valuable, Estimatable, Small, Testable) with concrete examples. She argues that stories should be…
Teresa Torres argues that public portfolios are a poor fit for product professionals, since they encourage over-claiming credit for team work and expose proprietary or employer-owned material. Hiring managers still want…
Lenny Rachitsky argues that launches only get attention when they are genuinely remarkable, something worth talking about. He organizes ten recurring buzz-generating strategies, such as remarkable videos, value…
Marty Cagan uses an anecdote about Apple, Xerox PARC, and the graphical desktop computer to explain what a product vision and a 'visiontype' (a vision prototype) are for. He argues that a compelling visiontype helps…
Teresa Torres argues that rapid prototyping is far broader than wireframes and usability testing. She offers a working definition of a prototype as something that simulates an experience, is built to answer a specific…
Teresa Torres argues that most product requirements are poor because teams finish writing them too early and start building before the solution has been iterated on. She recommends treating requirements like writing…
Marty Cagan argues that product teams should actively seek out critical, negative feedback, since qualitative insight about why users don't adopt, buy, or stay is more valuable than most quantitative data. He observes…
Marty Cagan argues that the weekly one-on-one is the foundation of coaching product managers, and that most managers either never run it well or treat it as optional. The 1:1 exists primarily to build a PM's competence…
Teresa Torres argues that customer interviews are among the most valuable and sustainable ways for product teams to learn about customers, creating a compounding competitive advantage. She separates true customer…
Product teams often face a flood of feature requests from support and sales, and it is hard to tell which ones deserve engineering time. Perri argues that a single question, asking how much revenue a request will…
Lenny Rachitsky lays out a three-part approach to preparing for product manager interviews: research the product, company and interview process; practice with real people through mock interviews and coaching; and study…
Teresa Torres argues that product trios (PM, designer, engineer) should conduct their own customer discovery interviews rather than outsource them to centralized research, marketing, or BI teams. Centralized research is…
The article argues that remote work during the pandemic has, paradoxically, created room for product managers and leaders to invest in professional development. Without commutes and in-person meetings eating their days…
Chris Jones argues that the popular slogans "fail fast" and "embrace failure" have outlived their usefulness because they blur risky experimentation with genuinely preventable mistakes. He proposes reserving the word…
Marty Cagan argues that as teams move to frequent or continuous delivery, releases can surprise customers and internal stakeholders such as sales, service, and product marketing. Most incremental releases are invisible…
Marty Cagan and Josh Kerievsky argue that outsourcing agencies can apply the product model to custom solution work, even though clients often arrive with a fixed solution in mind and fixed-price contracts. The core…
Marty Cagan introduces Martina Lauchengco's book LOVED, which argues that product/market fit has two halves: a strong product and a strong market approach. Building on his earlier work on product discovery, he contends…
Teresa Torres argues that product leaders should not be the sole decision-makers on what to build, and that a company should instead empower its whole team to generate and evaluate ideas. She contends that…