“As a product discovery coach, I get asked a lot of questions. This makes complete sense—as people read my book, take one of my courses, or watch one of my talks, they naturally wonder about applying the concepts of continuous discovery to their own work. They consider the ideas”
Marty Cagan follows up his earlier talk on why product teams fail by describing ten attributes of strong product teams operating under a Continuous Discovery and Delivery model. He argues that empowered, durable…
New product leaders often struggle with the shift from doing discovery and delivery themselves to leading teams and stakeholders. Two leaders from the Continuous Discovery Habits community share how they handled this…
Cagan distinguishes two lightweight planning tools that are often confused: the Business Model or Lean Canvas and the Opportunity Assessment. The Canvas suits new businesses or entirely new product lines, where many…
Teresa Torres argues that managing product teams by outcomes rather than outputs is necessary for real autonomy, but it is hard because leaders struggle to trust teams and teams struggle to communicate progress on…
What does it take to build an AI app builder specifically for product managers—not engineers—inside an already crowded market? In this episode of Just Now Possible, Teresa Torres talks with Brian De Haaff (CEO and Co-Founder), Chris Waters (CTO and Co-Founder), and Sarah Moisan-Thomas (Senior…
Teresa Torres argues that product managers often feel frustrated when senior stakeholders override discovery-based recommendations with their own preferred solutions. Because organizations are hierarchies rather than…
Marty Cagan argues that as companies grow, decisions drift toward committee consensus, where the goal shifts from building something great to avoiding blame, and innovation stalls. He proposes keeping product discovery…
Marty Cagan argues that enterprise software is in poor shape: products are often hard to use, don't work out of the box, and force customers into costly professional services. He contends that good product management…
Teresa Torres profiles Rachel Allen, a product leader who builds new business lines inside large companies such as Allstate's Arity and HERE Maps. Rachel argues that corporate size is an advantage: existing assets…
Marty Cagan argues that Product Market Fit and the Product Vision are related but distinct, and that teams often confuse them. The Product Vision describes the services and customers a company intends to serve over…
Teeba Alkhudairi, a product manager, used continuous discovery skills during her job search by mapping each target company's revenue model into business outcomes, then breaking those into product outcomes and…
Cagan introduces the idea of a 'line' that separates the two fundamental activities of building software products: deciding what to build (left of the line) and building it (right of the line). Left of the line covers…
Marty Cagan argues against a damaging anti-pattern in which a product organization splits into a discovery team that decides what to build and a delivery team that simply implements it. He notes that good modern…
Marty Cagan argues that product managers should formally assess new product opportunities before building, rather than relying on executive decree, intuition, or a single large customer's funding. He notes that Market…
Teresa Torres and Petra Wille argue that many organizations do not have a clearly written product strategy, and that the strategy actually in play is often implicit and revealed by what teams build and learn. They…
Teresa Torres, a product discovery educator, describes how she drifted from occasional tinkering into spending a large share of her time on real AI engineering. She built AI-powered tools for continuous discovery…
Marty Cagan argues that product teams can find major opportunities by letting customers use their products for purposes the company never planned or officially supports. He describes this as a third path beyond…
Teresa Torres draws on the 2022 CDH Benchmarks survey of roughly 2,000 people to examine why product trios (PM, designer, engineer) often fail to collaborate effectively. Although most respondents worked in trios, about…
Marty Cagan argues that while remote product teams can deliver nearly as well as co-located ones, discovery and innovation suffer most when people work apart. He frames discovery as the core challenge, since creativity…