“No company is perfect, especially when it comes to continuous discovery. But some companies are decidedly better than others. You can probably easily list off where your current company is nailing it and where there’s room for improvement when it comes to adopting continuous discovery habits. You likely have”
Teresa Torres profiles Amy O'Callaghan (product manager) and Jenn Atkins (product designer) at Snagajob, who were coached in continuous discovery and now run a team that talks to customers weekly and validates work…
Part two of a PLG guide by Hila Qu covers the fourth and fifth steps of launching a product-led growth motion: setting up infrastructure and tooling, then building the team. The core argument is that PLG is…
Lenny Rachitsky's biannual State of the Product Job Market update, based on TrueUp data, argues that early 2026 tech hiring is more optimistic than headlines suggest. It covers rising PM and engineering openings, the…
Marty Cagan argues that managers of product managers must actively develop their people, since talented PMs will leave for other companies if they lack growth. He presents a gap-analysis skills assessment as the…
John Cutler argues that AI tools can reduce the cost of gathering and reusing context, which he calls a 'recontextualization tax' that teams pay whenever knowledge has to be re-explained across people, documents, and…
Marty Cagan, after noticing that more than half of the 'rock star' product managers he knows are women despite women being a small share of the field, offers personal, non-statistical theories about why. He argues that…
This page is a curated index from SVPG, Marty Cagan's product consultancy, collecting its writing and videos on how generative AI affects product teams. Rather than a single argument, it groups prior pieces by theme…
Marty Cagan argues that a common and avoidable form of waste in product teams is when one member, often a user researcher, learns something important about customers but the rest of the team doesn't absorb it. Findings…
Teresa Torres argues that the handoff from product managers to engineers is harder than it looks, because the two groups hold different knowledge and often view the same problem from different angles. Drawing on…
Marty Cagan argues against a common fallacy in the tech industry: that developers only care about building tools for other developers. He contends that most engineers are passionate about solving real problems for real…
Marty Cagan and Stacey Langer argue that the product model, though born in commercial product companies, fits government technology work because government also aims to create value and achieve outcomes, just measured…
Marty Cagan argues that when engineering demands a halt to features for a full rewrite, the root cause is usually product management, which has pushed teams to ship features while neglecting infrastructure until the…
Lenny Rachitsky introduces Core 4, a unified developer productivity framework built with DX and the authors of DORA, SPACE, and DevEx. The post explains how to baseline team velocity with an anonymous survey, calculate…
Marty Cagan argues that organizations believe they are good at focus but usually chase 20-30 'critical' initiatives when only two or three truly matter. He contrasts this with Pandora's stakeholder-driven prioritization…
Marty Cagan argues that product teams benefit from writing a short manifesto, a public declaration of core principles and beliefs that complements the product vision and strategy. He describes how a manifesto forces a…
Marty Cagan clarifies a terminology problem in the product community: many people use "product leader" interchangeably with "product manager" or "product owner," which causes unnecessary confusion. He argues the two…
Marty Cagan argues that empowerment in product teams must be paired with accountability, and that how accountability applies depends on the ambition of the objective. A team that misses a bold "Moon Shot" goal is…
Marty Cagan argues that during and after the pandemic, teams are sliding back into heavy requirements documents (PRDs) because remote collaboration is tiring. He reframes the core of strong product work as three things…
Chris Jones, an SVPG partner, describes the hard transition from being a strong individual-contributor product manager to managing other PMs. He recounts advice from his own manager, Steve Roop, that a new hire should…