enterprise product management thoughts & insights
Being a product manager in an enterprise context is different. Budget got cut mid-quarter? Ship smaller scope. Executive priorities shifted and blocked your roadmap? Ship what you can control. Your champion left? Ship to prove value to new leaders.
Read more →Being a product manager in an enterprise context is different. Ask finance how they use your tool and they describe the official process. Watch them and you see the Excel export they massage for two hours weekly because your format doesn't match their VP's expectations.
Read more →Being a product manager in an enterprise context is different. AI capabilities advance weekly and we still see many enterprises racing to build custom solutions. But trying to build everything yourself means you're always behind while maintaining legacy implementations.
Read more →Being a product manager in an enterprise context is different. Your stakeholder loves your proposal in your 1:1, then struggles to defend it when their director asks "what's the payback period?" in budget review. Your best ideas fail because champions lack supporting data.
Read more →Being a product manager in an enterprise context is different. Sales wants flashy demos because they care about new deals. Operations demands stability because they care about uptime. Finance prioritizes controls because they care about compliance.
Read more →Being a product manager in an enterprise context is different. Your roadmap must sync with budget cycles, planning seasons, and departmental priorities that operate on different timelines.
Read more →Being a product manager in an enterprise context is different. Heroic firefighting feels productive, but the adrenaline rush of solving urgent problems actually slows you down.
Read more →Being a product manager in an enterprise context is different. Those who can break down complex work into clear steps will dominate the agentic AI era, while those who insist their work is too nuanced to deconstruct will struggle.
Read more →Being a product manager in an enterprise context is different. Teams often obsess over streamlining development processes, but the real leverage is in optimizing the "pre-ask" process.
Read more →Being a product manager in an enterprise context is different. Everyone chases the next feature launch, but your competitive advantage may be buried in the platforms you built years ago that no one fully understands anymore.
Read more →Being a product manager in an enterprise context is different. Building AI skills now isn't about keeping up - it's about shaping your process with the tools while they're still forming instead of getting shaped by them later.
Read more →Being a product manager in an enterprise context is different. Many spend 60% of their time in meetings and communication, but AI can translate your core message into the specific language each stakeholder group needs to hear.
Read more →Being a product manager in an enterprise context is different. Getting executive buy-in seems impossible, but the secret isn't presenting better - it's timing your asks to align with real challenges they're losing sleep over.
Read more →Being a product manager in an enterprise context is different. Enterprise documentation's biggest problem isn't the time investment - it's ensuring people actually use the final product.
Read more →Being a product manager in an enterprise context is different. Smart enterprise PMs use AI to challenge their ideas from different stakeholder perspectives before presenting - like having a dress rehearsal with every possible objection.
Read more →Being a product manager in an enterprise context is different. Enterprise PMs get stuck at the starting line trying to write the perfect PRD, but AI helps you start messy and iterate fast instead of waiting for perfect initial thinking.
Read more →Being a product manager in an enterprise context is different. Enterprise workshops used to need 10+ people, a room, and hours to workshop an idea properly - now AI lets you think broader and deeper solo before you even bring others in.
Read more →Being a product manager in an enterprise context is different. The world is full of tempting parking spaces, but enterprise PMs can't afford to stay parked waiting for perfect conditions.
Read more →Being a product manager in an enterprise context is different. PMs think they need to have all the answers, but the truth is you can't know everything in complex enterprise organizations - and that can be your strength, not a weakness.
Read more →Being a product manager in an enterprise context is different. Limited engineering resources feel restrictive, but the reality is using constraints as forcing functions - building smaller, more focused solutions that actually ship.
Read more →Being a product manager in an enterprise context is different. Strategy should always come first. But complaining that stakeholders are too feature-focused gets you nowhere - instead, connect the dots into strategy using language they already speak.
Read more →Being a product manager in an enterprise context is different. Many enterprise PMs complain about being in too many meetings, but the reality is using those meetings as your competitive intelligence network.
Read more →Being a product manager in an Enterprise context is different. Some PMs see documentation as a necessary evil, some avoid it entirely. But the real value isn't the document - it's what you discover while writing it.
Read more →Being a product manager in an Enterprise context isn't what the internet tells you it is. One secret isn't fighting the system - it's leveraging it.
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