Most PM hiring is broken. Companies copy generic interview processes, ask "tell me about a time when..." questions, and end up with people who can talk about product but can't actually do it.

The problem starts with not knowing what you actually need.

A round up of the year.

A useful way to understand the successes—and the stagnation—of big tech is through the lens of organisational advantage. Not just what a company did, but how it was set up to win.

I've noticed a trend—in work retrospectives, in personal conversations—that we often default to the assumption that every misstep, every mishap, every mistake comes with a neatly packaged lesson. The impulse makes sense; it's comforting to think we can distill chaos into tidy wisdom.

I recently found the first ever design document I created, from back in 2000.

Each of these Ps need to be in place, in order, or you're doomed.

Custom pokemon designs.

Even a small change in strategy can be profoundly disruptive. That's because strategy isn't just downstream of purpose—it is purpose, in motion.