“Some friction was load-bearing” is a great line. A lot of product quality comes from the tension between perspectives - PM pushing user value, design pushing experience, engineering pushing feasibility.
AI might compress roles, but it probably can’t replace the challenge function those roles provide to each other.
Curious whether you think AI will eventually simulate that internal debate, or if strong products will always require multiple human viewpoints.
As long as you build solutions for humans and those solutions are inherently complex as in they need different point of views, the trio of PM-UX-Tech will persist. May not be true for trivial problems as AI will get better in solving things that have been solved before.
PM brings prototype → Trio reacts together → UX generates directions → Tech stress-tests → Align early → Ship
But I think what's becoming obsolete is the notion that it has to run in any particular order, or that the PM is the only one who owns Value and Strategy.
In my ongoing series on Product Strategy Decoded, I encourage everyone across the product team, regardless of role, to collaborate on strategic direction, value, and financially responsible delivery.
What's missing, however, is testing assumptions with real humans. Testing & iteration are crucial, just as much, if not more so, when building with AI.
How else could Magic Patterns' Alexander Danilowicz and Teddy Ni build a $1 million ARR app with just two people, and land a $6 million Series A?
I like your point. Based on my observations, in companies where product tech and UX all three exist since years, that transformation has not yet happened. UX is not spending more time or becoming as expert on understanding business financials, product is not spending time on understanding customer behaviour in the way UX does and tech is not investing time into user research and problem discovery. Exceptions exist, but right now we are moving to AI empowered work flows as first step and cutting edge workflows like the one you mentioned are restricted to new age startups not constrained by existing practices.
Right, I get that– Roles are roles. But one basic foundation of great teams is that each person is “T” or “Comb” shaped in their skill set. I’ve yet to meet a product person who knew nothing outside of product. They frequently have some tech or UX background.
All too frequently, I’ve found many product people I’ve coached were weakest where they needed to be strongest - strategy.
“Some friction was load-bearing” is a great line. A lot of product quality comes from the tension between perspectives - PM pushing user value, design pushing experience, engineering pushing feasibility.
AI might compress roles, but it probably can’t replace the challenge function those roles provide to each other.
Curious whether you think AI will eventually simulate that internal debate, or if strong products will always require multiple human viewpoints.
As long as you build solutions for humans and those solutions are inherently complex as in they need different point of views, the trio of PM-UX-Tech will persist. May not be true for trivial problems as AI will get better in solving things that have been solved before.
Hi Bandan, where do you see Localization ideally coming in to make the product global?
Localization should come in when you’re defining the problem and shaping the experience and not after you’ve built it.
This answer is music to my ears, and I wished more people thought of it this way.
I really like this revised workflow Bandan -
PM brings prototype → Trio reacts together → UX generates directions → Tech stress-tests → Align early → Ship
But I think what's becoming obsolete is the notion that it has to run in any particular order, or that the PM is the only one who owns Value and Strategy.
In my ongoing series on Product Strategy Decoded, I encourage everyone across the product team, regardless of role, to collaborate on strategic direction, value, and financially responsible delivery.
What's missing, however, is testing assumptions with real humans. Testing & iteration are crucial, just as much, if not more so, when building with AI.
How else could Magic Patterns' Alexander Danilowicz and Teddy Ni build a $1 million ARR app with just two people, and land a $6 million Series A?
Hey Mike
I like your point. Based on my observations, in companies where product tech and UX all three exist since years, that transformation has not yet happened. UX is not spending more time or becoming as expert on understanding business financials, product is not spending time on understanding customer behaviour in the way UX does and tech is not investing time into user research and problem discovery. Exceptions exist, but right now we are moving to AI empowered work flows as first step and cutting edge workflows like the one you mentioned are restricted to new age startups not constrained by existing practices.
Right, I get that– Roles are roles. But one basic foundation of great teams is that each person is “T” or “Comb” shaped in their skill set. I’ve yet to meet a product person who knew nothing outside of product. They frequently have some tech or UX background.
All too frequently, I’ve found many product people I’ve coached were weakest where they needed to be strongest - strategy.
Spot on! You literally summed up my experience this week 😁… great piece!
Thanks! Glad you found it helpful.