Before launch, product leaders must ask if their AI offering is a true product or just a feature. Slapping an AI label on a tool that automates a minor part of a larger workflow is a gimmick. It will fail unless it solves a core, high-friction problem for the customer in its entirety.

Many teams wrongly focus on the latest models and frameworks. True improvement comes from classic product development: talking to users, preparing better data, optimizing workflows, and writing better prompts.

Engineering often defaults to a 'project mindset,' focusing on churning out features and measuring velocity. True alignment with product requires a 'product mindset,' which prioritizes understanding the customer and tracking the value being delivered, not just the output.

In early stages, the key to an effective product roadmap is ruthlessly prioritizing based on the severity of customer pain. A feature is only worth building if it solves an acute, costly problem. If customers aren't in enough pain to spend money and time, the idea is irrelevant for near-term revenue generation.

With the cost of software development decreasing, simple viability (MVP) is no longer sufficient. The new bar is the "Minimum Lovable Product" (MLP), which prioritizes brand, delight, and a human feel from the outset. Creating an experience that users love is now table stakes for generating word-of-mouth in a crowded market.

Being product-led is not about specific tactics, but about prioritizing customer outcomes. This focus on creating happy customers naturally drives revenue and growth, making the approach universally beneficial for any business seeking long-term success.

As foundational AI models become commoditized, the key differentiator is shifting from marginal improvements in model capability to superior user experience and productization. Companies that focus on polish, ease of use, and thoughtful integration will win, making product managers the new heroes of the AI race.

Great PMs excel by understanding and influencing human behavior. This "people sense" applies to both discerning customer needs to build the right product and to aligning internal teams to bring that vision to life. Every aspect, from product-market fit to go-to-market strategy, ultimately hinges on understanding people.

Mature software products often accumulate unnecessary features that increase complexity. The Bending Spoons playbook involves ruthless simplification: eliminating tangential projects and refocusing R&D exclusively on what power users "painfully needed." This leads to a better, more resilient product with a lower cost base.