“Listen to this episode on: Spotify | Apple Podcasts In this episode of All Things Product, Teresa Torres and Petra Wille unpack one of the most ambiguous roles in product organizations: Product Operations. What is product ops, really? Is it strategy alignment? BI and analytics? Coaching? Stakeholder management? All of the”
Lenny Rachitsky profiles how Miro builds product, drawing on an interview with its CPO Varun Parmar. The post covers Miro's cross-functional AMPED structure, its three-year vision and annual strategy process, a…
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…
Scaling product teams is hard. Delivering consistent outcomes while keeping things simple is even harder. Mark Rosenberg, VP of Product at @Workday shares how revamping ProdOps reduced complexity, aligned teams, and delivered better outcomes at scale. 🎧
Marty Cagan argues that 'Product Ops' has become a vague label, with at least six distinct meanings in companies today, making a claim that a company 'has Product Ops' nearly meaningless. He reviews five models he finds…
Marty Cagan examines the adage that product managers get blamed for failure but rarely credited for success, and asks whether that is fair. He explains that on empowered product teams the product manager owns value and…
Marty Cagan, author of INSPIRED, EMPOWERED, TRANSFORMED and LOVED, shares discussion guides for book clubs and product teams. The guide recommends an order for reading the books, starting with TRANSFORMED for an…
Marty Cagan argues that established companies with long-standing non-digital value, such as banks, insurers, retailers and media firms, often split product management into a 'Legacy PM' group that owns the core product…
Hiten Shah argues that many workplace problems are simple to solve once they reach the people directly involved, but they become costly when routed indirectly through intermediaries. Drawing on experiences at…
Marty Cagan argues that many product releases fail because the product manager role is poorly defined in companies, and that this is a root cause of wasted release cycles. He defines the product manager as the single…
Lenny Rachitsky opens a series on how top product teams work, using Figma's CPO Yuhki Yamashita as the first case. The post walks through Figma's planning cadence, its shift from OKRs to narrative 'headlines' and…
Cagan argues that legacy companies in retail, airlines, and financial services must shift from using technology internally to delivering technology directly to customers. Customer-facing technology faces a far higher…
Marty Cagan argues that commercial software companies should never outsource three core competencies: product definition, user experience design, and the underlying site architecture/engineering that builds the product…
This interview with Siamak Khorrami, Product Operations and Governance Lead at ATB Financial, a government-owned Canadian bank, describes how the bank built a product management capability during a multi-year digital…
Marty Cagan argues that companies often confuse product roles, and that one person can legitimately cover more than one role. He focuses on a combination he increasingly recommends: a strong engineering lead or CTO who…
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…
Marty Cagan argues that product organizations focused on team autonomy still need deliberate forms of collaboration around objectives. He describes two patterns: shared objectives, where several teams co-own a goal such…
Christian Idiodi argues that hiring experienced product people is not enough, because even strong hires lack the company-specific context, decision-making knowledge, and relationships needed to succeed. Standard…
Marty Cagan addresses a common objection from non-tech companies: that the product operating model doesn't apply to them. He argues that being a 'tech company' is about how a business chooses to power its offering with…
Cagan and Moore argue that moving to an empowered product-team model is a major cultural shift that must start with senior leaders, who still have legitimate needs to run the business. Their answer is not to simply step…
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…