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The author shares a six‑step iterative framework for tackling product problems—understand data, fill gaps, define problem, craft a simple approach, set a goal, and act urgently—emphasizing that being wrong is a useful feedback loop. The piece is a personal opinion on product management practice.
This post argues that the most critical product decision is often what not to build, citing "document hubs" and "notification centers" as common pitfalls. It highlights how seemingly simple features can balloon into complex, costly, and poor user experiences, advocating for ruthless focus and illustrating long-term running costs.
The Lemmings franchise, despite massive initial success, failed to sustain its momentum due to a series of design and business missteps. Later games increased complexity, clashed with the casual market, and suffered from developer fatigue and misguided attempts to individualize characters for a TV show.
The author describes how moving from an in‑house PM role to a consulting one stripped away direct access and authority, forcing a shift toward influence, context‑gathering, and enabling the client team rather than executing decisions herself.
The post argues that governance meetings alone won’t fix stalled public‑sector digital projects; instead, continuous product‑management focus on outcomes, clear direction, and shared ownership is needed.
