Marty Cagan examines how Agile methods, especially Extreme Programming (XP), fit into product management for commercial products. He first outlines the twelve shared Agile principles and XP's core practices, which were…
“I love that A/B testing has become so popular. It’s an important tool in our toolbox. But it frustrates me that we use it so poorly. Most teams make one of the following two mistakes: They either gate releases with an A/B test trying to understand whether”
Marty Cagan revisits his earlier framing of product success as valuable, usable, and feasible, arguing that the single word 'valuable' hid serious business risk and let product managers overweight customer value. He…
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…
A practical guide to AI prototyping for product managers, covering the main categories of tools (chatbots, cloud development environments, local developer assistants) and when to use each. It walks through turning Figma…
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 argues that economic downturns, while painful, can be a productive period for product teams and companies that know how to use them. Beyond the defensive measure of cutting costs to extend runway, he…
Marty Cagan argues that the so-called AI productivity paradox, where teams ship faster but outcomes do not improve, is not really a paradox at all. Most organizations use AI to accelerate the old project model, which is…
Marty Cagan argues that the word "pivot" is overused in product teams and that teams too often abandon their product vision far too early. He separates two kinds of pivots: vision pivots, which change the underlying…
Marty Cagan argues that product creation is a blend of art and science, though he has long leaned toward the scientific side because of his training. Reading Rick Rubin's book The Creative Act reshaped his view…
Marty Cagan argues that weak products are those that fail to meet their objectives or create new revenue and growth for the company. He lists ten root causes, centered on the absence of a real product vision…
Marty Cagan addresses a recurring question: how Agile relates to the Product Operating Model. He argues Agile is only one of three dimensions of the product model, covering how software is built, tested, and deployed…
Marty Cagan argues that effective product managers need about four uninterrupted hours a day for product discovery: working out valuable, usable, feasible, and viable solutions to hard problems. He observes that many…
Marty Cagan argues that established companies with long-standing non-digital value, such as banks, insurers, retailers and media firms, often split product management into a 'Legacy PM' group that owns the core product…
Marty Cagan examines the Waterfall product development process, which he notes remains the most common way software products are built despite being decades old and widely criticized. He explains its phased structure of…
Cagan argues that the friction around commitments in Agile product teams stems from making them too early, before the team knows whether a solution is feasible, valuable, and viable. Because product ideas often fail or…
Teresa Torres recounts a 90-day, self-directed journey building her first AI product, an Interview Coach that gives feedback on customer interviews, which she built while recovering from a broken ankle. She argues that…
Teresa Torres and Petra Wille use search-and-rescue research on how lost people behave as a metaphor for product teams that have lost their way. They describe five recurring moves: freezing, chasing shortcuts, following…
Teresa Torres and Hope Gurion discuss how leaders can hold empowered product teams accountable to outcomes without sliding back into feature-factory control. They describe empowerment as a spectrum: teams get discretion…
Lenny answers a first-time B2B founder's question about prioritization before product-market fit. He argues that typical frameworks suit large companies, lists common early-stage pitfalls, and proposes a single goal…
Marty Cagan announces the second edition of his book INSPIRED, which he describes as essentially a new work rather than an update. He explains that the field has moved past early Lean Startup and Agile ideas, so the new…
Teresa Torres recounts how, starting as a complete AI beginner after an ankle injury in March 2025, she transformed her product-discovery work over about fifteen months. She moved from using ChatGPT as a search engine…
Teresa Torres argues that the popular "We believe... will result in... we will have confidence when..." hypothesis format is quick but insufficient for sound experiment design. She explains that teams should test the…
Marty Cagan highlights a talk by Amazon founder Jeff Bezos and draws out four principles that connect to his thinking on product portfolio planning. The core message is that great product companies focus relentlessly on…