As AI makes it incredibly easy to build products, the market will be flooded with options. The critical, differentiating skill will no longer be technical execution but human judgment: deciding *what* should exist, which features matter, and the right distribution strategy. Synthesizing these elements is where future value lies.
The misconception that discovery slows down delivery is dangerous. Like stretching before a race prevents injury, proper, time-boxed discovery prevents building the wrong thing. This avoids costly code rewrites and iterative launches that miss the mark, ultimately speeding up the delivery of a successful product.
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.
Product management "range" is developed not by learning domain-specific facts, but by recognizing universal human behaviors that transcend industries—the desire for simplicity, convenience, or saving time. Working across different verticals hones this pattern-matching skill, which is more valuable than deep expertise in a world of accessible information.
To develop your "people sense," actively predict the outcomes of A/B tests and new product launches before they happen. Afterward, critically analyze why your prediction was right or wrong. This constant feedback loop on your own judgment is a tangible way to develop a strong intuition for user behavior and product-market fit.
When a project stagnates, it's often because "everyone's accountable, which means no one's accountable." To combat this diffusion of responsibility, assign one "single-threaded owner" who is publicly responsible for reporting progress and triaging issues. This clarity, combined with assigning individual names to action items, fosters true ownership.
During product discovery, Amazon teams ask, "What would be our worst possible news headline?" This pre-mortem practice forces the team to identify and confront potential weak points, blind spots, and negative outcomes upfront. It's a powerful tool for looking around corners and ensuring all bases are covered before committing to build.