| Pronouns | he/him |
| Personal Site | https://mbbroberg.fun |
| GitHub | https://github.com/mbbroberg |
| https://linkedin.com/in/mbbroberg |
I've been tinkering with AI coding agents lately and had an aha moment. The value comes from the shift in how I think because of how fast I can flow. More on that and the power of an "enhance prompt" feature:
https://mbbroberg.fun/articles/falling-in-love-with-ai-coding-agents/
I deleted my X account after I saw a pro-H*tler post go viral with tens of thousands of likes and millions of views. Today, its resident AI posts anti-Semitic comments and references H*tler favorably.
The fish rots from the head as the saying goes.
I've been working through a series of posts on how Team Topologies connects to my approach to product thinking. I've got 11 and counting, so I organized them into a map of content here. I'd love to hear if any are helpful to others.
https://mbbroberg.fun/garden/team-topologies-map-of-content/
Expectations have shifted drastically from Scrum Master to Product Manager. I wrote these guidelines after watching teams struggle with role confusion between PM and Engineering Managers during a shift in expectations.
Do you have any go-to ways to realign the roles when they're out of sync? https://mbbroberg.fun/garden/product-management-signs-of-healthy-engineering-relationships/
Product Management requires an effective partnership with Engineering. In my leadership experience, when an organization is still transitioning from Scrummasters or Product Owners to Product Management, that relationship is especially easy to tip over with the Engineering Manager (EM).
1) Compliance Projects – while one-time responsibilities are project in nature, assuring compliance data is accessible to those who handle compliance efforts is product opportunity.
2) Boundary Spanning Activities – No matter the term (WGs, SIGs, CoPs, CFTs), the practice of organizational knowledge sharing is not itself a product. That said, if any of those efforts are meant to produce meaningful output in the form of recommended practices then they benefit from thinking through a product lens
"A fundamental misconception in product transformation is that everything must become a product." This point is essential, but can also be misleading. Here are two concrete examples of "not a product" needs turning into product needs:
The transition to a product operating model requires nuanced thinking and careful consideration of organizational context. Success lies not in converting everything to products, but in applying thoughtful product thinking where it adds value. By focusing on value streams, maintaining appropriate tea
Dare Obasanjo