Lenny Rachitsky argues that good PMs make product teams better, and that the core PM jobs (shaping, shipping, and synchronizing) must be covered by someone regardless of hiring. He outlines three signs it's time to hire…
Lenny Rachitsky reflects on serving as juror on a weeklong criminal trial and maps courtroom dynamics onto product management. The post argues that trials offer a useful lens on soft skills like choosing the right…
“Listen to this episode on: Spotify | Apple Podcasts We’re kicking off 2026 with a look behind the scenes at what’s changing in our work, what we’re experimenting with, and what we’re genuinely excited about this year. In this conversation, Petra and Teresa swap notes on everything”
Melissa Perri interviews two product leaders, Alicia Hurst (Group PM at JW Player, hiring for an NYC team) and Vibhor Chhabra (VP of Product at TaxJar, a company that has always been fully remote), about hiring…
Cagan argues that when executives are deeply hands-on with products, product teams should use "visiontyping", a lightweight, high-fidelity prototype focused on core concepts rather than completeness. He contrasts three…
Marty Cagan, writing with Chuck Geiger, argues that a product manager's success depends heavily on the working relationship with the head of product development, often called the CTO. The essay defines the scope of that…
A community roundup from a paid PM newsletter covering threads on sprint cadence for tiny startups, where PM and designer responsibilities overlap, and how to run PM team and leadership meetings. It also touches on…
Marty Cagan shares a curated list of favorite product and leadership mantras he has collected while visiting companies, explaining what each one reveals about good product practice. Many of the quotes are attributed to…
John Cutler outlines ten career traps that thoughtful people, including capable product and tech professionals, tend to fall into. The core argument is that good intentions and strong work ethic can quietly steer…
Cagan argues that while most team objectives should be aspirational, some situations require high-integrity commitments: deliverables with dates leaders can rely on, driven by trade shows, contracts, tax deadlines…
This piece profiles Datasite, formerly Merrill Corporation, a financial-document printer that had to reinvent itself as cloud demand grew. The company was slow, hierarchical and risk-averse, so it reframed its culture…
Marty Cagan argues that product management should not sit inside marketing or engineering, the two most common homes for it. Marketing tends to confuse listening to customers with product discovery and merges product…
Teresa Torres argues that a company's staffing choices reveal its real values. Most companies say they prioritize customer love and data-driven decisions, yet employ far fewer product managers, designers, researchers…
The essay argues that frustration with time to market often comes from unrealistic expectations, where executives assume that turning an idea into a shipped product should take less time than generating the idea itself…
Teresa Torres and Hope Gurion, both product discovery coaches, walk through the eight most common mistakes teams make when defining product outcomes. They argue that outcomes often get mislabeled as outputs…
Marty Cagan argues that Hewlett-Packard was Silicon Valley's greatest product company because its founders built a culture and structure for continually breeding new products and businesses. By splitting growing…
Once leaders assign a problem to a product team, they must also signal how ambitious the team should be in its discovery work. Cagan frames objectives as bets that spread risk across a portfolio, ranging from low-risk…
Teresa Torres argues that product teams are sliding back into feature-factory habits as AI tools make shipping faster, and that stakeholders often arrive with solutions rather than problems. Her core advice is to stop…
Melissa Perri argues that the sudden shift to distributed work during COVID left many teams disconnected, and that the core problem is missing the informal stories and interactions that build trust and candor. She…
Lenny Rachitsky answers a reader's question about team speed by compiling a list of roughly fifteen tactics drawn from founders, his own experience, and community input. The core argument is that velocity matters…
Amol Avasare, who runs B2B growth at MasterClass, recounts a traumatic brain injury from a sparring session and the year-long recovery that followed. He argues the experience sharpened his approach to energy, emotions…
Marty Cagan follows up on an earlier list of product manager problem areas with five more common pitfalls. He argues that many teams play defense, acting risk-averse and protecting ground instead of moving forward…
Marty Cagan argues that setting team objectives for a quarter is not enough; product teams must actively track and manage progress throughout the period. He explains that ongoing 'keep the lights on' work can crowd out…