We’re at the top of the AI/LMM/Chatbot hype cycle. Every biz publication is deliriously covering this. Stories range from “20 ways you can use ChatGPT to make your work easier” to “here’s how AI will end civilization as we know it.” 1/4 of the stories in last Tuesday’s New York…

I’ve written a lot about the huge organizational and technical gulf between services companies and product companies. (See this and this and this and this.) …

Lately, I’ve been writing a lot about entirely predictable goal misalignments between the maker side (product, engineering, design) and the go-to-market side (sales, marketing, customer success) of tech firms, especially at B2B/enterprise software companies. That includes short-versus-long-term tradeoffs and single-account versus cumulative impact focus. …

Many of my discussions with product leaders (CPOs, VPs and others who manage teams of product folks) are about the substance of product management: portfolios, competing stakeholders, pricing & packaging, tarot cards as a revenue forecasting model. Last week, though, in my product leadership workshop, we had an extended discussion…

I’ve had a lot of discussion over the last few months with product leaders looking for their next opportunity. Some of this is normal exec-level churn (the half-life of a CPO role is about 20 months) and some from the recent wave of tech layoffs. …

In my experience, there’s usually a fundamental misalignment between two broad groups at software companies — especially B2B/enterprise companies — that I’ve been thinking/writing for a while. One group (sales, implementation/customer success, professional services, account-based marketing) is trained and paid and rewarded to focus on one customer at a time…

I’ve sat through planning for scores of major B2B migrations, and implemented a half-dozen of my own. Usually the discussion is highly technical: APIs, data transformation, feature ladders. But most of the migration failures I see are driven by organizations’ unwillingness or inability to stick with the very hard choices…

Building on a post from last July about Incompatible Worldviews… Almost every Go-to-Market-side enterprise stakeholder I interview tells me that their product team is unresponsive: that folks rarely get anything back after submitting an (urgent, strategic, well-considered) ticket through the company’s agreed-upon enhancement request process. …

Stepping out of leadership challenges for a moment, here’s a practical topic that some product managers struggle with: is the next thing we’re working on a feature or a whole product? IMO, there aren’t any universal/magical answers, but assorted hints and indicators. BTW for this post: a is something that…