“Listen to this episode on: Spotify | Apple Podcasts AI headlines are everywhere—and many claim they know exactly what’s coming next. In this episode, Teresa Torres and Petra Wille push back on that certainty. They explain why people are bad at predicting the future and why betting on a”
Marty Cagan argues that a product succeeds only when it is solved simultaneously for the customer, the business, and the technology, which he frames as a multiplicative equation: if any one factor is zero, the product…
Shreyas Doshi argues that clear thinking underpins everything product people do, yet most of us have significant gaps in how we reason. In this year-end essay he offers ten ideas for 2026, framed explicitly as useful to…
Teresa Torres argues that confidence in a product idea reflects how coherent a story feels in our heads, not whether the idea is true. She points to Research in Motion and AOL as examples of confident strategies that…
Marty Cagan argues that the product model, a way of organizing companies around discovering and delivering valuable solutions, is the key capability for responding to major opportunities and threats. He points to the…
Hiten Shah traces how Square went from a 2009 idea born of a lost glassblowing sale to a company valued in the billions, by solving the costly problem of card acceptance for small businesses. He highlights the simple…
An interview-based deep dive into how Ramp's product org works, centered on a culture of velocity: planning only as far out as needed, anchoring strategy to the financial model, organizing teams around business…
Lenny Rachitsky previews Jake Knapp and John Zeratsky's upcoming book Click and their new two-day Foundation Sprint for launching big projects. The post traces the origin of the approach to the Google Meet story and…
Marty Cagan contrasts the traditional project model, where IT builds specific features by fixed dates, with the product model, where durable teams own business outcomes. He argues projects are slow, costly, and produce…
Marty Cagan argues that ethics deserves its own explicit place in product decisions, proposing a fifth risk alongside value, usability, feasibility and business viability: 'Should we build it?' He notes ethics often…
Marty Cagan argues that the best products often emerge during economic downturns, when companies lack the money to paper over weak products. He contends that many firms, especially those with abundant funding, assume…
Marty Cagan revisits his earlier essay on the product manager role, arguing that confusion persists and that the role is more critical than ever. He contrasts three working modes: escalating everything to the CEO (a…
The essay argues that as AI makes execution cheaper and faster, the scarce skill for product managers becomes product sense: the judgment to decide what is worth building and why. Mechanical PM tasks like writing specs…
This case study traces how Pieter Omvlee built Sketch, a lightweight vector drawing app for Mac, into a serious alternative to Adobe's Illustrator and Photoshop. Omvlee started with a student project, charged for it…
Marty Cagan responds to a common challenge: why are products like Facebook, Amazon, and Google so successful if they seem poorly designed? He argues that product people often confuse their own tastes with the target…
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…
Marty Cagan argues that the gap between the best product companies and the rest comes from a misunderstanding of technology's role. He recalls Marc Andreessen's warning that software is eating the world and notes that…
Marty Cagan revisits his earlier framing of product success as valuable, usable, and feasible, arguing that the single word 'valuable' hid serious business risk and let product managers overweight customer value. He…