Marty Cagan
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21 October
12 October
25 September
11 September
10 September
From one piece Marty Cagan: Strong Opinions, loosely held (Lenny & Friends Summit, San Francisco, 10 September 2026) 15 beliefs, in the piece's order there
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Their words
So here's the thing. Thanks to AI, the principles of the product model, the craft of product strategy and product discovery have never been more important.
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korrents.com
In no small part thanks to AI, more companies than ever understand the need for outcomes and not just output.Their words
But look, in no small part, thanks to AI today, more places than ever understand the need for outcomes and not just output.
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korrents.com
Large language models may be used as an alternative to thinking, as process already has been.Their words
And I am worried that large language models will be used as an alternative to thinking, but the truth is that's already happened with process.
+ 12 more
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korrents.com
To get people to switch, a product has to solve problems dramatically better than the competition.Their words
You actually have to solve problems in ways that are dramatically better than your competition if you're going to get people to switch.
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Their words
And of course, what so many companies have learned is that in empowered product teams, you don't just need less management, you need better management. And the role of product leadership is so critical.
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korrents.com
Good product work alone does not carry the day; politics are in the fabric of every company.Their words
I thought good product work will carry the day. That was of course naive. And the truth is politics are everywhere. They're in the fabric of every company.
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Their words
If you put a bunch of features that are somebody's idea of what might work and you put dates there, you're going to waste most of your time.
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Their words
I guarantee your road maps are not going away. We all know that the issue is not whether they are there.
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I honestly had no idea and I just didn't appreciate how powerful and deeply rooted the desire for predictability was. And that's from both product people and senior executives and how at odds that desire for predictability is with not just humility but innovation and outcomes.
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Their words
And yeah, this might sound like a personality trait to you, but it's not. I would argue this contributes directly to the root cause of so many failed products,
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korrents.com
Probably the most important question in product is why people are or are not using it, and most teams never ask it.Their words
Probably the single most important question is why are people using our product or not using our product? And the part that really gets me is that's the key to unlocking so much innovation. And yet most teams never ask that question.
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Their words
Yes, you obviously need to make sure you understand the problem, who you're solving it for, and what the definition of success is. But honestly, that's not very hard. It's not very hard. And if you spend a lot of time on that, you're not going to do the real part you're paid for, which is solution discovery.
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korrents.com
Developer tools are a simpler space for business viability than most products, and especially than AI products.Their words
It's a much simpler space for viability. But for most products, especially for AI products, that is not true.
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korrents.com
Business viability matters far more in product work than his earlier advice made it seem.Their words
There is no way for me to get around this. I completely understated the importance of business viability.
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Their words
That might give you some tooling to help you do the job, but that's not the job. The job of product is to solve problems for our customers and achieve outcomes for our business.
10 August
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Ben’s article serves as a great reminder of why the product role is so essential, and is likely to remain essential.
23 July
30 June
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16 April
From one piece Build to Learn vs Build to Earn 2 beliefs · svpg.com
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korrents.com
The real bottleneck in product work is discovering a solution worth building, not building it.Their words
Now, it’s clear that the real bottleneck is in discovering a solution that’s worth building.
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korrents.com
Cheap delivery turned the roadmap-of-features model into a feature factory that produces bad products faster.Their words
Much of the product world now recognizes the project model as a turbo-charged feature factory, capable of producing more bad products, faster, than ever before.
9 April
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19 December 2025
7 November 2025
17 September 2025
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