The Product GuyHow Beta Testing at Real Restaurants Revealed PlateRateโs Most Valued Feature
A veteran interim CPO explains how leading 13+ product teams on short timelines shaped his people-first approach to product management.
Ryan WinklerWhy I Have a Website When LinkedIn Exists
LinkedIn is a database. A personal site is a product decision. What maintaining one taught me about editorial judgment.
Engineering the Connective Layer: Why Bentley Systems Is One of Dublin's Most Interesting Product Challenges
A Dublin product leader's analysis of Bentley Systems: connected data, internal platforms, and trustworthy AI inside one of Ireland's most strategic software challenges.
Roberto HortalThis piece on "Shadow IT" and AI coding truly resonates. AI promises democratised programming: the potential for security risks, testing nightmares, and duplicated efforts for product orgs is huge. It's a key challenge we must address. #AI #ProductManagement https://www.allankelly.net/archives/10605/the-shadow-it-hanging-over-ai/
The roadmap spectrum: Red roadmaps expose organisational dysfunction, Blue roadmaps focus on real problems. The Penguin Principle: your roadmap reveals your internal sharks. Most "red" roadmaps aren't red because the work is predictableโthey're red because the org is dysfunctional. Which colour is yours? https://mdalmijn.com/p/red-vs-blue-roadmaps-why-most-roadmaps #ProductManagement #Roadmaps
Shibaprasad BhattacharyaMost GenAI-driven productivity debates, I feel, quietly assume GenAI is just a coding tool. But for teams actually building AI-native features, the problem is quite different. Wrote about it in my blog, with a couple of visuals that I think make the argument clearer than words alone.
Zenn Trends๐ 2026-03-24 06:00 UTC
๐ฐ POใปPdMใๆใใในใฏใฉใ ใฎ้็ (๐ 66)
๐ฌ๐ง After 4 years of practicing Scrum, a PO/PdM reflects on the frustrations and limitations of the framework in delivering real user value.
๐ฐ๐ท 4๋
๊ฐ ์คํฌ๋ผ์ ์ค์ฒํ PO/PdM์ด ์ค์ ์ฌ์ฉ์ ๊ฐ์น ์ ๋ฌ์์ ๋๋ ํ๋ ์์ํฌ์ ํ๊ณ์ ์ข์ ๊ฐ์ ์ฑ์ฐฐํฉ๋๋ค.
๐ฐ POใปPdMใๆใใในใฏใฉใ ใฎ้็ (๐ 51)
๐ฌ๐ง A PO/PdM reflects on Scrum's limitations after years of practice, questioning whether it truly delivers maximum value
๐ฐ๐ท ์๋
๊ฐ์ ์ค์ฒ ๋์ ์คํฌ๋ผ์ ํ๊ณ๋ฅผ ๋๋ PO/PdM์ ์ฑ์ฐฐ, ์ง์ ํ ๊ฐ์น ์ ๋ฌ์ ๋ํ ์๋ฌธ
MariuszWhen the cost of building collapses, the cost of building the wrong thing increases dramatically. If shipping becomes frictionless, the real scarcity moves elsewhere: clarity of intent, product judgment, and long-term coherence.
Product management becomes less about leading and coordinating work and more about protecting direction.
Po-chiang "Bob" Chao้ฑไบ็ญๅฅ๏ผใๅ้ๅจ่จ่ซๆนๆก็ถ่ฑซไธๆฑบๆ๏ผๅ ๅ่ชๅทฑ๏ผๆๆไพ่ถณๅค ็่็ตกไบๅ๏ผใ
็ก่ซๆฏไธๆฏ AI ็ขๅ๏ผPM ็ๆ ธๅฟๆฒ่ฎใ่ณๆๆดๆฐ้ ป็ใๅฎน้ฏๆจๆบใ็ฎๅๆฏๆข็ดข้ๆฏ่ฆ้ขๅฐๅคง่ฆๆจก็จๆถ... ้ไบ่็ตกๆๆฏๅ้ๆ้่ฆไฝ ๅๅฉ็ๅฐๆนใไธๅฟ ๆฅ่่ทณไธๅปๅ่ๆทฑๅ ฅ็ๆ่กๆ่จญ่จๆฑบ็ญ๏ผๅ ็ขบ่ช่ณ่จ้ฝๆคๅจๆกไธไบใ