Jock Busuttil's Blog: I Manage Products

PRODUCTHEAD is a regular newsletter of product management goodness,
curated by Jock Busuttil.

every PRODUCTHEAD edition is online for you to refer back to

Product-market fit is more elusive than ever in a dynamic market

In deep-tech companies, it’s unrealistic to compete with your team on technical knowledge

‘Financial theatre’ occurs when the Board and product leadership aren’t communicating effectively

There ...

PRODUCTHEAD is a regular newsletter of product management goodness,
curated by Jock Busuttil.

every PRODUCTHEAD edition is online for you to refer back to

Thinking purely in problems to solve can limit you

The words you use to describe your proposition are really a test of how well you know your target users’ needs

Find ways to ‘tilt the umbrella’: small considerate features for your users

I think there’s b...

PRODUCTHEAD is a regular newsletter of product management goodness,
curated by Jock Busuttil.

every PRODUCTHEAD edition is online for you to refer back to

Too often, ‘building’ becomes the default state for a product team, at the expense of other valuable ways of working

An product team should not be so rigid that it cannot cope with the occasional mandate from above

You may be familiar with the tr...

PRODUCTHEAD is a regular newsletter of product management goodness,
curated by Jock Busuttil.

every PRODUCTHEAD edition is online for you to refer back to

Extreme work as a product leader is a systemic issue, not a failing of individuals to set boundaries

Define performance expectations for your product team clearly using customer value, velocity and quality

This week Caroline Clark continues to explore the ...

PRODUCTHEAD is a regular newsletter of product management goodness,
curated by Jock Busuttil.

every PRODUCTHEAD edition is online for you to refer back to

Dysfunctional overwork has been rebranded as a desirable attribute in some organisations

Working at a slower, more natural pace actually increases productivity

Continuous accesibility via mobile devices has eroded autonomy and increased stress

AI means every organisati...

PRODUCTHEAD is a regular newsletter of product management goodness,
curated by Jock Busuttil.

every PRODUCTHEAD edition is online for you to refer back to

Delegate the same kinds of task to an AI agent as you would to an intern

Generative AI won’t help you find product differentiators

Evals are a way of checking the quality and effectiveness of your LLM and AI tools

I’m writing this following a week in which A...

PRODUCTHEAD is a regular newsletter of product management goodness,
curated by Jock Busuttil.

every PRODUCTHEAD edition is online for you to refer back to

Learning their skills hands-on is the best way to appreciate specialists’ roles

A good roadmap can be a valuable way of showing reliability and building trust

CEOs fall on a spectrum of ‘only assigning work’ and ‘collaborating with staff’

Master the genAI tools rele...

PRODUCTHEAD is a regular newsletter of product management goodness,
curated by Jock Busuttil.

every PRODUCTHEAD edition is online for you to refer back to

Services are inherited, messy, and rarely a clean slate

There are different types of prioritisation, and we should consider them in combination

The knowledge economy is being upended by genAI

This week, Scott Colfer invites us to take a walk through ...

PRODUCTHEAD is a regular newsletter of product management goodness,
curated by Jock Busuttil.

every PRODUCTHEAD edition is online for you to refer back to

Why is it so hard to forecast return on investment (ROI) for a product?

ROI is not the only measure of product value

You can take account of uncertainty in your estimates in a systematic way

Whether or not you believe we’re in an AI bubble that continue...

PRODUCTHEAD is a regular newsletter of product management goodness,
curated by Jock Busuttil.

every PRODUCTHEAD edition is online for you to refer back to

Defend against short-termism by making your team’s strategic thinking visible

People are increasingly working to live, not living to work

Teams should only split their Decision Stack when their answers to “How?” diverge

Repetition and reward are intrinsic t...