Part 4 of 4: Augmented Intelligence in the Enterprise You’ve piloted the model. You’ve aligned the org. You’ve cleared the legal, data, and compliance hurdles. You’ve even crossed the chasm. Now comes the hard part: turning Augmented Intelligence into actual impact, not once, but repeatedly. Not just in one product, but across the busi...

Part 3 of 4: Augmented Intelligence in the Enterprise By now, the pattern is painfully familiar. A team runs a successful AI pilot. The metrics look strong. Leadership is excited. There’s even a slide about expansion. And then? The project dies. Or worse, it limps along, partially adopted, rarely used, and ultimately forgotten. A cauti...

Part 2 of 4: Augmented Intelligence in the Enterprise In Part 1, I made the case that AI isn’t failing because of the tech—it’s failing because the enterprise isn’t built to absorb it. Not at scale. Not at speed. Not where it matters most. We’ve seen the same playbook over and over: • AI pilot. • Nice demo. • And… nothing changes. To m...

Part 1 of 4: Augmented Intelligence in the Enterprise We’re deep into the AI era—but most organizations are still stuck at square one. They’ve run pilots. Built prototypes. Dabbled with GPT. Hosted innovation weeks. Maybe even hired a “Head of AI.” And yet, when you walk into the average enterprise, very little about how people work ha...

May is always an interesting month in a large enterprise. Not because it’s exciting on its own—but because it sits at the fulcrum of Q2, the quarter that separates ideas from execution. When you stop thinking about the year in 12 months and start thinking of it in four quarters of work, everything changes. Expectations shift. Timelines...

As we approach Martin Luther King Jr. Day, I want to take a moment to reflect on his teachings and the hope he inspired in the face of tremendous adversity. Dr. King once said, "Darkness cannot drive out darkness; only light can do that. Hate cannot drive out hate; only love can do that." These words remind us that even when the world ...

Have you ever found yourself clinging to an opportunity (job/investment/product), believing it might be your only shot? This is the essence of the scarcity mindset, which often traps individuals and organizations, leading to poor decision-making that hinders growth. Operating from a place of scarcity limits our ability to recognize whe...

In the field of product development, the zero-sum mindset—the belief that one team’s success must come at the expense of another—often takes root. This perspective fosters competition, hampers collaboration, and limits innovation. The consequences of such a mindset ripple throughout organizations, creating inefficiencies and missed opp...

The Essence of Teamwork in Shipping Software Shipping software isn’t a solo achievement—it’s a team sport. Every successful product results from collaboration. Developers write clean, efficient code; designers craft user-centered experiences; testers identify and resolve issues; and product managers align the team’s goals and prioritie...

In my career, I've observed a consistent challenge for leaders in product and design: the leap from being a craft expert to becoming a true business executive. It's not that these individuals aren't talented or accomplished; quite the opposite. They are often some of the best at what they do. Yet, when it comes to stepping into broader...

In recent years, the phrase "bring your whole self to work" has become a popular concept in many workplaces. The underlying idea is compelling: by being our true selves, we promote authenticity, build trust, and contribute to a more human-centered work culture. However, despite its appeal, this concept has significant drawbacks. Bringi...

In today’s fast-paced business environment, large enterprises are increasingly adopting the product model to foster customer-centric innovation, boost efficiency, and promote a culture of ownership. However, transitioning to a product model is not just about restructuring teams or adopting new processes—it's fundamentally about transfo...

As organizations grow, they face the challenge of adding structure and predictability. Processes are implemented to ensure consistency, quality, and efficiency. However, this increased focus on processes often comes at a hidden cost: it can overshadow the risk-taking mindset that originally fueled innovation. Scaling adds processes, bu...

The Product Journey as a Learning Adventure Product roles are not simply career positions; they are dynamic journeys rooted in ongoing learning. This work is an evolving blend of creativity, strategy, empathy, and technical skills. To grow in product management and design, it's not enough to just read books or complete courses—you need...

Product leaders play a crucial role in driving innovation and business growth. They envision new products, lead teams, and push forward initiatives that shape an organization's future. However, behind every successful product leader is often an essential but less visible partner—the finance team. Finance helps turn ambitious ideas into...

Roger L. Martin, a renowned business strategist and author, has laid out five key traits for successful CEOs. You can read his original article here: The Signs of a Good CEO. These traits aren't just for the C-suite—they hold valuable lessons for anyone in leadership, especially product leaders. In this post, we'll explore how Martin's...

Most companies are riddled with inefficiencies. This may sound harsh, but it's a reality that many organizations face, often without even realizing it. These inefficiencies are embedded in company culture, driven by a fear of failure and a tendency to maintain the status quo. But what if we could take a different approach? Instead of a...

Success in Product Management and Product Experience Design doesn't have to be overly complicated. The "10-30-50 PM/PX" model offers a clear path to success by focusing on three core competencies: Product Sense, Analytical Sense, and Execution Sense. Mastering these senses forms a strong foundation for anyone aiming to excel in either ...

In the field of design, maturity isn't just about creating visually appealing interfaces or well-crafted user experiences. It involves the level of influence a design team has—not only on the products they create but also on defining the problems worth solving. In this post, we explore the stages of design maturity using the metaphor o...

Operating with an optimistic mindset is far more effective than being driven by fear. Fear can inhibit progress, while optimism propels you forward. Focusing on optimism is not merely about seeing the bright side; it involves identifying opportunities and building momentum, even during uncertain times. Let’s explore why optimism matter...

The core premise underlying any design intervention is fundamentally about behavior modification: "Users will engage in behavior X rather than behavior Y, where X produces greater organizational value than Y." If users persist in their original behaviors despite a design intervention, it begs the question: has the intervention genuinel...