AI will not solve for a weak understanding of the customer problem or poor stakeholder alignment. Instead, it acts as a magnifier. Product managers with strong fundamentals will see their effectiveness amplified, while those with weak fundamentals will produce flawed outcomes faster.
A common trap is starting with the assumption that AI must be used, leading to a search for a place to tack it on. This results in superfluous features like a generic "AI assistant," rather than solving a real user need. The correct approach begins with the user's pain.
To combat paralysis, PMs should experiment with AI on personal, low-stakes problems. This approach fosters an "activation experience" by building momentum and confidence before applying the technology to high-stakes professional work.
AI tools have the "half-life of a flea." Instead of chasing the latest platform, product managers should focus on mastering fundamental techniques—like context engineering or problem-solving—which are transferable and will outlast any single tool.
The AI maturity path for PMs moves from experimentation to tool fluency. However, the critical leap is to become a "workflow builder" or "commercial strategist"—using AI to move operational or business levers, not just to be proficient with a specific tool.
Generative AI is non-deterministic, sacrificing precision for creativity. PMs should leverage it to overcome the "blank canvas" problem in brainstorming (e.g., creating a draft value prop canvas) but never rely on it as a definitive source of truth where accuracy is critical.
Simply using AI to speed up tasks like product discovery is dangerous if the underlying process is flawed. Automating a weak discovery process doesn't yield better insights; it just generates poor results faster and at a greater scale, creating an "efficiency trap."