Marty Cagan argues that great products are not accidents but follow from a set of consistent principles. He lists ten truths, centered on the primacy of user experience design, the need to test ideas with real users…
“When an organization shifts from delivery or feature teams to product teams, the first step is often a change to team structure. Delivery and feature teams are often structured by function—front-end teams, back-end teams, mobile teams, etc. These teams can rarely deliver value on their own. Instead,”
Marty Cagan, author of product management writing, sets out the personal beliefs that underpin his work and teaching: faith in technology, leadership, honesty, people, giving back, and continuous improvement. He argues…
Teresa Torres explores how the opportunity solution tree, a continuous discovery tool, can be applied beyond digital products to personal and organizational challenges. Through three examples, she shows how the tree…
Marty Cagan argues that many companies undertaking a transformation to the product model make the ironic mistake of managing that transformation as a conventional big project, with program managers, Gantt-style plans…
Teresa Torres argues that many teams run A/B tests without first knowing what they are trying to learn, which produces wasted effort and unclear results. Before testing, a team should define a specific hypothesis and…
The post argues that experiments are usually the right default for product changes, but describes when to skip them. It covers the benefits and downsides of A/B testing, then three cases to ship without testing: when…
Marty Cagan uses the social contract that Stanford's d.school Launchpad course requires of its students as a lens on what strong product leaders must commit to. The contract centers on not complaining about workload…
Teresa Torres and members of the Continuous Discovery Habits community share the personal knowledge management (PKM) tools and habits they use to capture, organize, and reuse what they learn about products, customers…
This essay, the third in a series on meaningful transformation, argues that companies must change how they choose which problems to solve, not just how they build or solve them. It moves beyond feature roadmaps toward…
Marty Cagan argues that as startups grow and split into functional groups, walls form between product, technology, marketing and design, with product-technology being the most damaging. Teams loyal to their function…
Lenny answers a reader's question about how to build a business 'flywheel,' a visual model of which business elements reinforce each other to accelerate growth. He explains how to brainstorm one from assets, actions…
Marty Cagan answers a set of recurring questions he fielded at a conference, distilled into a quick Q&A on how product organizations should be structured. He argues that product management defines what engineering…
Teresa Torres argues that teams who set incremental goals get incremental results, and that big wins require exponential goals. She recommends focusing on a single metric chosen for its impact on the business…
Marty Cagan argues that the essential nature of technology-powered products is hard to grasp until you've worked on a strong product team, and that most people think they understand it but don't. He highlights a rarely…
Marty Cagan argues that the head of product management, typically a Director or VP, is one of the most consequential roles in a high-tech company, because a great product can redefine a business and a few failed…
Teresa Torres argues that resistance to product changes often has little to do with whether the new design solves a real need. Instead, people push back because they have grown familiar with the status quo and because…
Teresa Torres, after returning to coding for a product launch following five years away, argues that product managers and designers do not strictly need to code today, but that everyone should learn the basics. She…
Marty Cagan argues that the most damaging way companies try to scale product management is splitting the PM job across two people, the so-called 'two in a box' anti-pattern. The core problem is that the PM on an…
Tal Raviv, guest-writing for Lenny's Newsletter, offers a hands-on guide to using AI agents to offload repetitive product management work. He walks through setting up a simple customer-prep agent, a checklist for…
Part six of Lenny Rachitsky's B2B startup series covers hiring an early team, organized around four questions: who to hire first, where to find people, how to persuade them to join, and when to bring on a salesperson…
Jason Fried argues that the best time to invite outside users into a product is only a week or two before launch, when it is essentially a near-final release rather than an early beta. At that stage he is not seeking…
Chris Jones of SVPG argues that many teams believe they practice product discovery but actually misuse it, falling into recurring anti-patterns. These include using discovery to confirm pre-chosen solutions, treating…
This final session of a three-part webinar series argues there is no single correct way to run product discovery, and that teams should instead be judged by underlying principles that fit their context. It covers two…