Dr Bart Jaworski

You do realize that it's not about your frameworks or tech used, right? Here's what it is really about: Every PM will tell you it's about creating a great product that users will love. Still, we spend tons of time in meaningless meetings, waste time signing off on every single decision, and are afraid to make a call for fear of failure. Speaking of distractions: Don't miss any of my posts: Hit that follow button and sign up for my newsletter: https://lnkd.in/dM-s7vD4 Back to the post. So, working on those distractions is not product management. That's escaping into processes and tools out of fear of accountability. No Agile or AI will really help here. Waterfall certainly won't help either. What to do then? 1. Focus on fewer things, but own them fully. Stop juggling 12 priorities. Fight for 2 that truly move the needle. You're not a stakeholder manager. You're here to build. Build, rather than plan.     2. Make smaller bets, more often. You don't need a three-month roadmap. You need weekly momentum. One week of shipping teaches more than a quarter of planning. Moreover, having this dynamic will be fun for you and the team. Based on those smaller experiments, you can determine the bigger focus areas.     3. Trim the fat from your calendar. If you're spending hours syncing, you're not building. Ask yourself what meetings could be replaced with a short, clear message. Maybe an AI summary, i.e. Granola     4. Default to action, not alignment. If something is 80 percent clear, move. You can course-correct. Endless alignment kills energy and progress. Being Agile is there to allow you to course-correct, especially when you are not sure about some details. It will become clear in time on its own, trust me!     5. Say no to things that dilute your impact. Not everything needs your input. Not every idea deserves a ticket. Protect your energy and your backlog. If you go crazy, so will your product's output.     6. Stop asking for permission. No one hired you to be safe. Own the decision. If you're right, you'll earn trust. If you're wrong, you'll learn fast. Battle any culture that requires a CEO (or similar) to sign off on every move.     7. Build real trust through progress. Nothing builds credibility like progress. Not presentations, not dashboards. Actual product movement.     8. Use frameworks to clarify, not to delay. Your frameworks are tools, not shields. If you need one to make every call, you're not leading. You're hiding.     You can't fake ownership. You can't delegate courage. And no framework will make a weak product feel strong. So build with purpose. Decide with clarity. And move with intent. Were you ever afraid to reach a decision? Let me know in the comments section. #productmanagement #productmanager #ai

Nothing undermines a PM more than a poorly and rushed presentation. Here's how I solved this problem: Picture this: Management review just got moved up. You've got maybe a few hours (and a lot of important meetings in the meantime), a Notion doc full of half-formed thoughts, three Slack threads of feedback, and a roadmap that only really lives in your head. Still, you have to wow them. There is no other way. So you panic-build slides. Use some old template that barely has slides matching what you should be showing. Not to mention the slide formatting breaking the moment you look at it funny. Result? You walk in underprepared, with a tad goofy slides and stress in your voice. Stakeholders notice. They might not care whether the deck was perfect, but you did. And it will show. That's the real cost of a rushed presentation. It's not the hour you lost building it; it's the credibility you lose presenting it while wishing those slides represented you better. Here's what actually fixed it for me: I stopped treating "think through the plan" and "build the deck" as two separate jobs in two separate tools. Claude now connects directly to @Gamma. My flow looks like this: 1) I ideate and stress-test the roadmap in Claude, same as always (bonus points for using voice) 2) Mid-conversation, I generate a full Gamma presentation without ever leaving the chat 3) As I see things I should add or improve (I always do), I update the deck instantly, in the same conversation 4) Structure, visuals, and narrative stay aligned with wherever my thinking landed last No copy-paste. No re-explaining context to a new tool. No rebuilding a deck from scratch because my thinking moved on since v1. It's like having a personal assistant do the work for you while you talk about how you'd like the deck to look! That being said, the real benefit is not just speed, though that's real too. It's that Claude already holds the full context of my thinking: the back-and-forth, the "wait, actually" moments, the constraints I talked through out loud. Claude knows how I like to communicate, as I often ask it to help me clean voice-dictated text from any weird artifacts. When that context feeds straight into Gamma, the resulting presentation isn't a generic template; it's a deck that actually reflects the thinking behind it. That's the difference between a rushed deck and a sharp one: Less tool-switching, more thinking, better input in, better output out. Or, as Jobs To Be Done experts would say: Management is impressed with your presentation (and with the deck). Check out Gamma today: https://lnkd.in/dmqyjzXb What was the least amount of time given to prepare an important presentation? Let me know in the comments. #productmanagement #presentation #GammaPartner #sponsorship

It's so embarrassing when your CEO clearly misses the mark on product management, especially in public. Here's what you need to do as a PM: I'll be the first one to admit guilt when it comes to clowning on CEOs performing Product management on LinkedIn. At the same time, CEOs are usually competent and intelligent people. So why is it that they so often feel detached from their audience and product? Well, they are. They are focused on growing the business from a bird's-eye view. On top of that, their main stakeholders are shareholders, not everyday Joe using their product. On the other hand, the Product Manager develops the product, stays in touch with users, and suffers those day-to-day struggles. Thus, the PM has a better feel for what needs to be said and done in order for the product to grow and be beloved by users. Brief ask before we continue: Hit that follow button and sign up for my newsletter: https://lnkd.in/dWBA2ki7 Back to the post. I've met a lot of CEOs who were very talented at starting businesses and translating good ideas into the initial product and selling it. However, they often lacked the talent to actually grow the business and make the most of it. Worse than that is that they didn't notice that they lacked in that aspect. No one would dare to tell them that. Because of that, they would make one bad decision after another. So what do you do as a PM in this situation? Well, by being an ally. The actions you can take include: 1) Direct conversation If you can have a short 1:1 with your CEO, you should do it. A 15-minute convo can really bring insights that the CEO has no exposure to. If your company is too big to book a call with the CEO, an email with a few bullet points might actually do the trick. Even if you can have the call, you can also follow up with: 2) Providing the CEO with digests of user feedback and the roadmap You can always send an email with five to six bullet points, highlighting user sentiments, what you're working on, and why. This can really bring more product clarity to the CEO's world. 3) Offering your opinion/sanity check before a public show This is actually more of a call to action to people who are asked for an opinion and don't give it. Even if it's not acted on, it's worth speaking up. It's the least you can do to have the product represented in the best possible way. 4) Asking diplomatic but challenging questions at a town hall. While this can be risky, sometimes the town hall is the only opportunity to ask important questions. Choose your words carefully so you don't trample on anyone's ego or point out mistakes. Instead, focus on the future and how to rectify potentially dangerous situations. It might be a scenario where the CEO first learns of real problems in the business, and it might pique his/her interest. Did you manage to help any CEO as a product manager? Let me know in the comments. #productmanager #leader #leadership

Are product managers on the brink of becoming one-person product creators? Or did we just hit a sobering reality check? Here's how it is: This isn't another "AI will replace you" post. It's about where I think things actually stand, and what might come next. AI was sold as an almost omnipotent stand-in that could replace anyone, fast and cheap. The pitch looked plausible at first. In reality, the cracks showed quickly. Brief ask, as an interlude: Don't miss any of my posts: Hit that follow button and sign up for my newsletter: https://lnkd.in/dd-CHy_y Back to the post. Models have improved a lot since ChatGPT launched, but nowhere near the point of replacing people. Some limitations that make this impossible are baked into the design. Hallucinations won't ever fully go away. Neither does the tendency for an LLM to agree with you. Klarna is the cautionary tale. It replaced around 700 customer service staff with AI, then started rehiring within roughly a year. The CEO admitted the chatbots were cheaper but delivered lower-quality service. MIT's "GenAI Divide" report found that ~95% of corporate generative-AI pilots deliver no measurable impact on the bottom line (a figure that's since been contested, though the direction holds). The 5% that work understood the assignment: companies like Slack and Miro build AI that enhances the work instead of trying to replace the worker. Then there's cost. Anthropic genuinely cracked usable coding agents, but at a price. Uber reportedly burned through its entire 2026 AI coding budget in four months. I tried a small side project myself and felt like I was paying every time I had a productive thought. It starts to look like manufacturing: some shops run expensive bots, plenty still rely on cheap manual labor. So, where does this leave PMs? For now, I see AI falling into three groups: 1) Productivity enhancers. Note-takers, dictation, and whiteboards that pull project data from across the company. They quietly make us better at the job. 2) Faster time-to-market tools. Software like Lovable and Bolt compress prototyping, so we can test more directions before committing to one. 3) Strain amplifiers. Yes, really. If a team ships more code with agents than with people, PMs face more options to build than we can possibly validate. When you can quickly build any feature, picking the right one gets harder, not easier. You can't release 20 features a day. Users are still flesh and blood. They need time to adapt, learn, and onboard. After all, most of us build stuff for people, not agents. Not to mention that more features don't have to mean a better product. Bottom line: we're still in the "let's see what happens" phase. We need to observe carefully and ignore the wishful marketing. Taking AI companies at their word is a reliable way to get surprised by reality. What about you? Did AI impact the way you work? Let me know in the comments #ai #productmanagement #productmanagers

I will admit to being exhausted by the speed AI is developing. How could one possibly keep up? Here's how: Of course, fortunately, AI knowledge is not gated. Everyone can access it. All the tools are easily available, and all you need to do is somehow keep up. Somehow. All the new tools, possibilities, models, and ways of organizing your AI's work are popping up left and right. No wonder people stay behind. Yeah, you could simply read all the newest articles, ask AI, and keep learning alone. Nobody has time for that. Here's your solution: Product Faculty’s AI Builder Fellowship. They are giving you 8 live cohorts with frontier AI leaders for the price of 1! That includes: 1) AI Product Management with OpenAI Codex PM, Rohan Varma: Build, evaluate, and ship real AI products with OpenAI Codex. ​ 2) Agentic Engineering with Senior Google AI PM Shubham Saboo & Anthropic’s MTS Henry Shi: Build reliable agents, multi-agent systems, and always-on AI workflows with leaders from Anthropic and Google. ​ 3) AI Product Leadership with Uber’s VP, Amit Fulay: Lead teams and organizations through the shift from AI experimentation to AI-native operations. ​ 4) AI-Native Product Management with Claude: Use Claude to research, prototype, test, and ship at a speed traditional product teams cannot match. ​ 5) AI Evals with Head of AI Models @Google, Reah Miyara: Build evaluation systems that measure quality, reliability, safety, and readiness to ship. ​ 6) Nailing AI Interviews with Jennifer Liu (Ex- Sr. Director @Google): Master the technical, strategic, and product questions required to win competitive AI roles. 7) AI Product Strategy with OpenAI Codex PM, Rohan Varma & Moe Ali: Build defensible AI strategies, business models, moats, and deployment plans. ​ 8) Advanced Product Management - on demand: Strengthen the timeless product foundations behind every great product leader. So you’ll learn everything from: • LLMs, context engineering & RAG • Agents & agentic workflows • Evals & AI quality • Prompt architecture • AI product strategy • Technical AI skills • AI-native product development • Product leadership • Building and shipping AI products You’re not just watching recordings. You’re learning live. Building. Shipping. Getting feedback. All year long. And the crazy part? It costs less than $10/day. If you’re serious about becoming an AI builder/operator, I’d look at this: https://lnkd.in/dEjbt26e How are you getting your AI news and learnings? Share in the comments. #productmanagement #aipm #sponsored