Marty Cagan examines top-down deadlines, where management sets a date for a major outcome such as a trade show debut or a startup's runway limit. He acknowledges that such deadlines can create a powerful sense of…
Marty Cagan revisits the distinction between product teams and project teams, which he says he should have written about sooner, after hoping the problem had faded. A product team is durable and owns an outcome over one…
A follow-up on activation metrics explaining a three-step method: brainstorm candidate moments from usage data, test them with regression against retention, then run experiments to confirm causality. It adds real reader…
“Yesterday, I was the guest speaker on the Global Product Management Talk hosted by Cindy Solomon. For yesterday's show, Roger Cauvin was the co-host. We were discussing how to write compelling user stories. As many of you know, this is a topic that I've covered in-depth”
Teresa Torres reflects on 2025 and lays out her 2026 roadmap, framed around the idea of 'just now possible' enabled by generative AI. She describes building AI coaches and tools, sunsetting her cohort-based Deep Dive…
This episode of Just Now Possible features Tendos AI's leaders discussing how they automate the tendering workflow for construction manufacturers, where teams manually parse huge bid-request PDFs, match products, price…
Jason Fried argues that business cannot be learned from books, posts, or threads, because it is a practical skill built through doing. He compares it to music and sports, where reading about a craft never substitutes…
Marty Cagan argues that product opportunities are far from exhausted, pointing to three reasons: products that frustrate users always invite better alternatives, what is technically feasible keeps shifting, and today's…
Lenny Rachitsky shares five strategies from his own early career for people in their 20s deciding on roles, quitting jobs, and new ventures. He argues against over-optimizing for resume checkboxes, follows interests…
Marty Cagan argues that platform product management, which means building foundation software that other companies use to create end-user solutions, is among the hardest and highest-leverage jobs in product. He first…
Marty Cagan argues that popular product measurement tools, such as product scorecards and Eric Ries's 'innovation accounting', are valuable for focusing on outcomes but are insufficient on their own. Measuring only…
Cagan distinguishes market discovery, which identifies worthwhile opportunities or markets, from product discovery, which determines whether a specific product is valuable, usable, and feasible. He argues the two are…
Teresa Torres interviews Oded Korczyn, who moved into his first formal product management role at AfterCollege despite never having held one. Oded draws on his anthropology background and startup experience, where he…
Marty Cagan argues that many product teams delay validating their ideas with real customers until it is too late, and that this delay is a common cause of disastrous product results. He notes that people often agree in…
Jason Fried argues that while curiosity about what's new is expected, it is more valuable to study what has lasted. Products, practices, and ideas that survive repeated attempts to kill them contain durable lessons…
This episode of Just Now Possible features the founders of Banani, a canvas-first AI product designer aimed at giving solo founders and small teams access to tasteful UX. The conversation covers how the company grew…
Cagan and Fredell argue that most M&A deals fail to deliver expected results, and that the usual due diligence misses what matters most: whether the acquired organization can keep building successful products under the…
Marty Cagan writes a tribute to Mike Homer, a Silicon Valley pioneer and mentor who died of CJD, using his memorial service to reflect on what makes great product leaders. Cagan argues that the best leaders are deeply…
Cagan argues that product teams face two simultaneous goals: learning fast through discovery about what customers need, and delivering robust, scalable, production-quality software they can release with confidence…
A reader question about business model types prompts this issue, which the author notes was hard to find summarized anywhere. It lays out eight core ways businesses make money, such as selling a thing, renting, taking a…
Marty Cagan, author of four bestselling product books, shares his process for writing non-fiction books, framing the book as a product whose readers are customers. He argues that the decisive factor is whether the…
Cagan argues that the next big product is usually not a wholly new market but a new version of something existing that does the job far better, faster, or cheaper, thereby redefining its category. He illustrates this…