How product managers use AI to boost productivity and innovation success



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TLDR



In this episode of Product Mastery Now, Katie Trauth Taylor, PhD, CEO and co-founder of Narratize AI, joins me to discuss how AI is transforming product innovation processes. She shares insights from working with Fortune 500 companies like NASA, Boeing, and Comcast, and dives into research showing that product and R&D teams spend up to 70% of their time on documentation and communication rather than true innovation. Katie outlines four best practices for leveraging AI, including the use of knowledge hubs, AI agents, and robust documentation processes, to unlock productivity, capture tribal knowledge, and speed up time to market by as much as 46%. The conversation also highlights the importance of storytelling in gaining buy-in for new ideas and the potential for AI to revolutionize knowledge management and portfolio intelligence.



Introduction



 Product teams waste a lot of their time doing things that don’t help get to the heart of product innovation. We need to flip the script on that so that we can be more productive with our innovation efforts. In this discussion, you’re going to learn how companies like Boeing, Comcast, and others are accomplishing this. We’re going to talk about four specific approaches for unleashing AI for product innovation.



To help us with that is our guest, Dr. Katie Trauth Taylor. She is the CEO and co-founder of Narratize AI, and she helps R&D transform their scattered knowledge into a competitive advantage. She has worked with NASA, Boeing, and other Fortune 500 companies to cut documentation time and speed products to market. Katie discovered that innovators are spending too much of their time just trying to communicate their ideas, and she built an AI platform to improve this. She holds a PhD from Purdue University and has published peer-reviewed research on innovation storytelling that’s reshaping how teams work.



Find out more about the Product Development and Management Association (PDMA) and next year’s innovation conference.



Summary of Concepts Discussed for Product Managers



The Problem with Documentation:Product teams spend roughly 70% of their time on documentation, reporting, and knowledge lookup instead of direct innovation. This significantly slows time to market.



AI as a Knowledge Capture Tool:Katie turned to large language models to transform how product teams do documentation. AI can systematically prompt and capture insights, store tribal knowledge, and automate documentation customized to roles and project phases.



The Power of Storytelling:Successful innovation relies on crafting compelling narratives, not just data. Five drivers for effective storytelling are empathy, engagement, alignment, evidence, and impact.



Best Practices for Leveraging AI in Product Teams:




* Think Outside the Chatbot: AI tools are a knowledge-capture capability, not just a question-and-answer capability. Use AI to prompt and store deep organizational insights, not just answer questions. Narratize AI provides workflows for product innovation processes like Agile and Jobs-To-Be-Done.



* Embrace AI Agents: Agents can provide proactive, role-specific updates (like regulatory changes or market intelligence) and work in the background.



* Documentation or It Didn’t Happen: Accurate, human-reviewed documentation is crucial for knowledge management and competitive advanta...

What product managers should know about patents, trade secrets, and copyright



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TLDR



In this episode, I’m joined by David Carstens, a seasoned IP attorney and founding partner at Carstens, Allen & Gourley, who brings over 30 years of legal and technical experience in intellectual property (IP) strategy. Our conversation dives into the importance of IP management for product managers, how to build an IP strategy, when to consider patents versus trade secrets, the complexities of software and AI-generated content, and the rapid pace of change in the IP landscape. The episode is a must-listen for any product manager navigating decisions around invention protection, copyright, and the evolving influence of artificial intelligence.



Introduction



If you’ve ever wondered whether to patent that new feature, worried about AI training data copyright issues, or struggled to justify IP investment to leadership, you’re not alone. We’re exploring intellectual property strategy for product managers—and what it means to get it right and how expensive it can be when you get it wrong. Most product managers don’t receive training on IP strategy, yet the decisions you make daily have massive IP implications.



Our guest is David Carstens, who has a unique combination of technical depth and legal expertise. He’s a founding partner at Carstens, Allen & Gourley. He has dual engineering degrees, an MBA, and over 30 years experience protecting IP for companies building software, medical devices, and telecommunications products. He’s also an entrepreneur who founded multiple companies including a nationally chartered bank and an innovation platform, plus he’s been teaching IP law at SMU for three decades. David is currently investing in and speaking about the Fifth Industrial Revolution, making him well positioned to help us also understand how AI is reshaping IP strategy. 



Summary of Concepts Discussed for Product Managers



IP Strategy Framework:David mentions that there isn’t a “one-size-fits-all” framework for IP strategy; it starts with assessing a company’s current position, identifying valuable innovations, evaluating what can realistically be protected, and aligning actions with budget constraints. Key steps include identifying strong value propositions, checking for existing patents or IP conflicts, and sometimes considering licensing or redesign if a competitor already owns relevant patents.



Timing and Collaboration:Product managers should start thinking about IP early—preferably well before product launch or tooling investment. Collaborating with an IP attorney and creating a culture that values teamwork and knowledge sharing can help spot and protect innovations more effectively.



Patents, Trade Secrets, and Value:Patents offer competitive advantages by providing pricing freedom, can act as bargaining assets, and are vital for companies seeking investment. Trade secrets, by contrast, are about keeping valuable information confidential (e.g., formulas or processes not disclosed publicly), but are only effective if the information can’t be easily reverse-engineered from the product.



Software & AI Challenges:The fast pace of software development often complicates patent decisions. Patentability is more likely when software enables a genuinely novel technical process rather than automating routine tasks. For AI-generated content, copyright ownership is still unsettled; it usually depends on the degree of human contribution to the creative process. Legal systems are racing to catch up as AI shakes up traditional definitions of authorship and origina...

A leadership framework that gives product managers influence



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TLDR



In this episode, Uma Subramanian shares her insights and proven framework for transitioning from individual contributor to effective leader in tech and product management roles. Drawing from her extensive experience at Microsoft and Turing, Uma explains the identity shift required for leadership, introduces her SOAR framework (Strategic Impact, Outstanding Communication, Authority/Personal Brand, Relationship Mastery), and provides actionable tips for developing each pillar. Listeners will learn how to think beyond their immediate role, communicate their impact, build a compelling personal brand, and master the art of building relationships—all key to becoming sought-after leaders.



Introduction



Today we’re exploring a challenging transition in product management —the shift from individual contributor to someone who multiplies the success of others. I know the first time I became responsible for a team, I was a fish out of water. I knew what made me successful in my previous role, but I didn’t know how to be successful leading others. I had not learned that yet. How do you lead when no one actually taught you how to lead? In this discussion, we’re going to give you a proven framework and helpful tools for successfully making this transition.



Our guest is Uma Subramanian, and she understands this transformation very well. She spent 20 years at Microsoft evolving from programmer to leading global teams. Then she became Head of Developer Success at Turing, where she built a developer community from zero to 37,000 members in just five months while driving NPS scores to world-class levels of 92. She’s a certified executive coach with Maxwell Leadership, trained in positive psychology, and now helps tech professionals worldwide make this same leadership leap through her company, Limitless Leaders. Uma understands both the technical and human sides of this challenge.



Summary of Concepts Discussed for Product Managers



The Leadership Identity Shift:Uma and host Chad discuss how moving into leadership isn’t just a role change but an identity change. Success as an individual often doesn’t translate directly; leaders must learn to orchestrate success with others.



Uma’s SOAR Framework for Leadership:




* S – Strategic Impact: Thinking beyond your job description to create greater value for your organization, being proactive, and bringing others along.



* O – Outstanding Communication: Communicating your value effectively, using storytelling to persuade, and making sure your impact is recognized.



* A – Authority & Personal Brand: Defining what you want to be known for, aligning others’ perceptions with your authentic self, and standing out in your niche.



* R – Relationship Mastery: Building genuine relationships at all levels, creating an ecosystem of support, and focusing on people as much as tasks.




Encouraging Teams to Rally Around Strategic Goals:Product leaders elevate impact company-wide, often going beyond their assigned responsibilities. This approach can lead to friction, such as when Uma developed engineering tools without first looping in the appropriate teams. Through these experiences, Uma learned that encouraging teams to align with strategic goals requires proactive communication and collaboration. She highlights the value of involving the appropriate teams early on as well as partnering across teams to solve problems together.

Practical strategies for building influence and confidence from a Product VP coach



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TLDR



In this episode, I talk with Rebecca Arora, founder of Access Alignment, executive coach, and author of Somatic Intelligence, about making the transition from successful product manager or director to VP of Product and beyond. Rebecca shares practical strategies for this professional transition, including the need to shift from domain expertise to people leadership, the importance of relationship mapping, communication skills, and strategic thinking. She offers advice on handling stress, leveraging self-awareness, and using coaching techniques to empower teams. We also explore how to set yourself up for success in the first 90 days of a new leadership role.



Introduction



Let’s say you’re a product manager, you have done outstanding work, and you’re getting promoted to Product VP. Congratulations! The excitement lasts about 24 hours before reality hits. Suddenly you’re responsible for product strategy, team leadership, board presentations, and influencing executives. The skills that made you successful as an individual contributor won’t be enough to make you successful as a Product VP. How do you make this transition?



Many of the Product VPs I have talked with use a professional coach to help them move from doing product management work to leading the people who do the work. Our guest today is one of those coaches who has helped several Product VPs. From this episode, you’ll learn practical steps to take for making a similar transition from individual contributor to leader, setting yourself up for long-term success. 



Our guest is Rebecca Arora, founder of Access Alignment and author of Somatic Intelligence. Rebecca has a unique background – she was a Co-Founder and the first Product Leader at Mode Media, which scaled to become the #1 lifestyle digital media company. She also contributed to product strategy at Oracle. For the past 16 years, she’s been coaching C-suite leaders and top execs in all functions (including Product). Rebecca’s clients work at exceptional companies such as Google, Salesforce, IDEO, Pinterest, Blue Shield of California, Accenture, and many more. Her book, Somatic Intelligence, helps leaders align head, heart, and body to lead with awareness, confidence, and clarity. 



Summary of Concepts Discussed for Product Managers



Transitioning from Individual Contributor to Leader:Rebecca describes the challenges facing newly promoted Product VPs, noting the skills that made you a great product manager may not be sufficient as a senior leader. The key leap is shifting your mindset from being an expert to becoming more of a coach and empowering others.



The Company as Your Product:As you move up, your sphere of influence expands. Rebecca encourages leaders to think of the company and entire industry as their “product,” applying product management skills to relationships, organizations, and strategy, not just the features you build.



Overcoming the Expert Trap:Product leaders can struggle with letting go of being the domain expert and instead fostering empowerment and growth in others. Rebecca advises asking open-ended coaching questions and making space for your team to experiment—even if they do things differently from how you would.



Relationship Mapping and Communication:Building new relationships is a priority. Rebecca suggests creating a relationship map to identify stakeholders and potential influencers, addressing conflicts, and strengthening weak connections.

How product managers can build emotional connections that drive retention, revenue, and referrals



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TLDR



Product delight goes beyond functionality to create emotional connections with users. Dr. Nesrine Changuel, former product leader at Google, Spotify, and Microsoft, presents a four-step framework for systematically building delight into products. The approach involves identifying both functional and emotional motivators, turning them into product opportunities, categorizing solutions using a Delight Grid, and validating through a Delight Excellence Checklist. Research shows emotionally connected users have 2x higher retention and revenue, plus 60% more referrals. The optimal product portfolio balances 50% functional features, 40% deep delight (both functional and emotional), and 10% surface delight (purely emotional).



Introduction



Why do customers choose your product? Is it faster, does it have the best features, or is it priced better than your competitors? Don’t kid yourself, these are areas where your competitors can easily reach parity. So, what makes a product stand out? What makes it become the product customers genuinely love and can’t imagine living without? Not only will you find out in this episode, but you’ll also learn about the framework to make it happen.



Our guest expert is Dr. Nesrine Changuel. She has spent over a decade building products used by millions at Google, Spotify, and Microsoft. She’s the creator of the Delight Framework that helped teams at these companies systematically build emotional connection into products. She now teaches this methodology at business schools, including INSEAD and ESSEC, and her recent book, Product Delight, describes these proven methods.



Summary of Concepts Discussed for Product Managers



What is Product Delight?Product delight means creating products that connect with users on an emotional level while solving functional problems. It addresses both what users need to accomplish and how they want to feel while using the product.



The Four-Step Delight Framework:




* Identify Motivators: List both functional motivators (what users want to accomplish) and emotional motivators (how they want to feel – productive, secure, connected, etc.).



* Create Product Opportunities: Transform emotional motivators into concrete product possibilities that can be implemented.



* Generate Solutions Using the Delight Grid: Categorize features into three types:

* Low Delight: Purely functional features



* Surface Delight: Purely emotional features



* Deep Delight: Features addressing both functional and emotional needs





* Validate with the Delight Excellence Checklist: Ensure features bring impact, avoid distraction, remain inclusive, and provide continuous rather than one-time delight




The 50-40-10 Rule:Nesrine recommends that the optimal product roadmaps should contain:




* 50% low delight (functional features)



* 40% deep delight (functional + emotional)



* 10% surface delight (purely emotional)




Examples and Case Studies:



Spotify Examples:




* Low Delight: Search by lyrics functionality



* Surface Delight: Spotify Wrapped (contributed to 20% app downloads in 2020)



* Deep Delight: Discover Weekly, collaborative playlists,

Top challenges product leaders face and how to overcome them



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TLDR



Product leadership expert Rich Mironov discusses three core challenges CPOs and product VPs face: effectively communicating value in business terms rather than process terminology, building trust through merchandising wins before gaining decision-making authority, and reducing product waste by making better decisions about what to build. Executives don’t care how product gets made; they care about revenue impact. Success requires translating product outcomes into financial language and proving value through small wins before requesting broader organizational changes.



Introduction



We’re talking about the top challenges CPOs and Product VPs face. Navigating them well can cause your career to excel and result in valuable products. Navigating them poorly has career-limiting consequences. This discussion will help you avoid the latter by giving you approaches to address common product leadership challenges.



Our guest has mentored more product leaders and executives than anyone else I know over his 40-year career in product roles. He has served as interim CPO for 15 companies, founded the first Product Camp, consulted to hundreds of tech companies, and wrote the book The Art of Product Management. His blog, “Product Bytes,” is widely read by product leaders. From that description, you likely already know who our guest is—Rich Mironov. 



Rich has seen every product leadership disaster imaginable and knows how to fix them. Let’s learn how to address and even avoid such challenges.



Summary of Concepts Discussed for Product Managers



First Principles for Product Leaders:Rich outlines three areas product leaders must champion:




* Real end users



* Extended teams (product managers, designers, engineers, DevOps, technical writers)



* Overall business health (long-term value)




Speaking the Executive Language:




* Executives are not interested in hearing you talk about product processes and methodologies



* They want to know when money will arrive and how much



* Product leaders must translate improvements into financial impact



* Example: “Reducing churn by 2% equals $45-50 million more revenue and IPO one year earlier”




Reducing Product Waste:Rich distinguishes between two types of waste:




* Engineering waste (late delivery, quality issues) – the minority



* Product waste (building the wrong things) – the majority of failures



* Focus on reducing products that “land like a dead thud in the market”




The Trust-Building Problem:




* Moving to product-led decision making requires taking authority away from sales and marketing



* This creates resistance unless product teams prove they make better decisions



* Solution: Build trust through showing value before requesting organizational changes




The Merchandising Strategy:Weekly practices for building influence by recording and communicating added value:




* Document and communicate product team wins in financial terms



* Ask your team members for names of people outside product management who did something good in the last week and ...

Lessons from Saturday Night Live for improving product team culture



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TLDR



John Krewson, who began his career in sketch comedy before moving to software product development, explains what product teams can learn from sketch comedy. Like comedy writers, product teams must be able to be vulnerable, throw away unsuccessful ideas, and prioritize delivering valuable products over perfect products. John shares principles and practices adapted from sketch comedy that product managers can use to balance autonomy and accountability, make meetings more engaging, and understand customer problems.



Introduction



What if the secret to building breakthrough products is less about an innovation framework and more about the chaotic, creative energy of a Saturday Night Live writers’ room? Specifically, can sketch comedy principles revolutionize the way your software teams collaborate, create, and deliver products that customers love? We are about to find out, and I won’t keep you in suspense—lessons from sketch comedy can make you a better product manager and developer. In this episode, you’ll hear specific techniques to transform boring meetings into energizing collaborative sessions, practical methods to help your team improve ideas fast, and a new approach to product ownership that distributes creative control without losing focus.



Our guest is John Krewson, who brings a unique perspective as a 25-year software industry veteran and professional sketch comedy performer, including a brush with SNL. He’s the founder of Sketch Development Services, has coached everyone from startups to Fortune 50 companies on agile transformation, and wrote the book on applying sketch comedy principles to product development, titled Pitch, Sketch, Launch.



Summary of Concepts Discussed for Product Managers



John Krewson’s Journey: John began his career as a professional actor and performed as a background player on Saturday Night Live. He then switched careers to software development and worked his way up to management, leadership, and consulting roles. As a product leader, John found himself relying on his training as an actor and director.



How Sketch Comedy Principles Inform Product Development:A software development team builds features without knowing whether they will satisfy the customer, in much the same way as a sketch comedy team has no idea if their sketch will be funny. The sketch comedy team mitigates risk by making their sketch only three and a half minutes long. Similar to software features, the sketch is a tight, independent unit of value, where the risk is mitigated by its independentness.



John studied the process of moving from an idea to a product in sketch comedy, particularly at SNL, and, along with a comedy sketch writer, wrote about how that process could be applied to product development in Pitch, Sketch, Launch.



Efficiency and Iteration:In sketch comedy, 90% of sketches don’t go on the air. Comedy teams practice their ideas on small audiences to figure out which sketches are funny before bringing them to a big show. In product development, ideas should be iterated upon using customer feedback.



Vulnerability and Transparency:Sketch comedy teams have thick skins because they’ve been told they’re not funny 90% of the time. Organization culture can allow teams to be vulnerable enough to put ideas forward that may have a 90% chance of being unsuccessful.



Always Be Ready:Lorne Michaels said, “We don’t go on because it’s ready. We go on because it’s 11:30.

Winning product portfolios in physical product development



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TLDR



In this episode, Matt Carr, VP of Design at Umbra, joins us to discuss the intersection of design leadership, product strategy, and innovation in physical product development. Matt shares practical frameworks Umbra uses to balance creative vision and business reality, offers insights into managing a global product portfolio, discusses approaches to cross-functional collaboration, and highlights how direct customer interaction (especially via e-commerce and social media) drives rapid product iteration. Product managers will find actionable tactics for portfolio balancing, design decision-making, and fostering a design-led culture.



Introduction



What does it take to design products that delight consumers while hitting profit targets? We are examining design leadership and product strategy with someone who has mastered both. If you’ve ever struggled to balance creative vision with commercial reality, or wondered how to scale design across global teams, this episode will give you frameworks you can use immediately. 



Matt Carr is VP of Design at Umbra, the Canadian-based company that designs products for every room of the home. He’s spent 25 years at Umbra, from junior designer to leading their global design operations. He’s created products that have been featured in The New York Times, Surface Magazine, and Met Home. More importantly, he’s built systems for “balancing business and imagination” that keep Umbra at the front of innovation.



Summary of Concepts Discussed for Product Managers



Umbra’s Global Design DNA:Matt explains how Umbra crafts products “for every room in your home.” Their five core values guide design: modern aesthetic, originality, casual sensibility, accessibility (price), and functionality.



Product Portfolio Management:Umbra maintains long-standing lines (the maintenance bucket), continually innovates with blue sky ideas, and expands on successes through thoughtful derivatives, all while staying globally relevant.



Case Study: Bellwood Photo Frame:As part of Umbra’s long-standing commitment to picture frames—a core “maintenance” product category—Matt Carr and his team recognized the need to innovate in a saturated market. Unlike traditional frames, the Bellwood features a single, continuous curve around the corners, giving it a modern, sculptural feel. It’s designed to look attractive from all angles, not just the front—a key differentiator from standard frames with plain or unsightly backs. The price-point allows Umbra to deliver premium feel at a price accessible to their global customer base.



Practical Design Process:Matt outlines the design journey from early sketch and cardboard prototypes to iterative 3D models and tooling, emphasizing early, low-cost experimentation and the importance of cross-functional team input. The process involves:




* Identifying the Need or Opportunity



* Cross-Functional Brainstorming



* Early Concept Development



* Iterative Refinement and Prototyping



* Continuous Cross-Departmental Input



* Alignment with Brand DNA



* Customer Feedback and Iteration



* Final Development and Launch




Consumer-Driven Innovation:Umbra’s internal team members often represent the target customer, but rapid feedback loops with end users—especially via e-commerce and social media—now accelerat...

Focused product strategy and teams



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TLDR



In this episode, Blair LaCorte—seasoned leader, investor, former CEO of AEye, and coach to 50+ CEOs— breaks down the keys to building product teams that win. Blair shares insights on aligning product strategy with company goals, the importance of saying no and making trade-offs, and why team culture and people patterns matter more than anything. He draws on experiences across tech, aviation, private equity, and defense, offering memorable lessons on scaling organizations, product leadership, and the human side of performance (including when and how to part ways with team members). The episode closes with advice for product managers seeking purpose, growth, and ways to elevate themselves and their teams.



Introduction



Whether you’re a product manager trying to get your team aligned, or a product leader striving to translate executive vision into actionable roadmaps, this episode addresses the real challenges you face every day.



You’ll hear from a leader who has built high-performing product teams and grown organizations across different industries, from taking autonomous vehicle tech company AEye through a $1.8 billion IPO while launching products across automotive and defense markets, to scaling XOJET into one of the fastest-growing companies in aviation history. He’s worked with over 40 companies as a private equity  Operating Partner at TPG and now coaches 50+ CEOs through his Pinnacle Performance Elite mastermind. His career started in tech at Sun Microsystems and Autodesk and has spanned hardware, software, and services. If anyone knows what separates high-performing product teams from the rest, it’s our guest, Blair LaCorte.



Summary of Concepts Discussed for Product Managers



Focused Product Strategy & Team Alignment:Success starts with product managers who grasp both internal operations and external market realities, aligning product decisions tightly to company strategy. Focus is critical—great leaders say no more than yes.



Scaling & Market Fit:Blair details how autonomous vehicle tech company AEye shifted from pure autonomous vehicles to ADAS (Advanced Driver-Assistance Systems), aligning their tech roadmap with realistic market cycles and cash flow needs.



Team Dynamics & Culture: For a product team, the type of culture is less important than the consistency of the culture and the consistency of the team. Teams with alignment and clear expectations outperform more talented but chaotic groups. Winning builds healthy cultures; the feeling of progress is essential.



Hard Choices & Leadership:Removing the wrong team members is tough but essential. Blair emphasizes the importance of honest feedback, quick decision-making, and quickly firing weaker performers to allow the rest of the team to move forward.



Personal Growth & Knowing Yourself:Blair dives into psychology, personality frameworks, and patterns—urging product leaders to understand themselves, seek feedback, show vulnerability, and continually develop their Johari Window (the intersection of self-perception and how others see you).



Technology vs. Humanity:As technology advances rapidly, keeping humanity at the center becomes more important than ever. Product managers must weigh the impact of their products, striving for both business value and societal good.



Useful Links




* Connect with Blair on LinkedIn

Product management lessons from Amazon’s $4 billion acquisition of One Medical



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TLDR



Dr. Joseph Michelli—speaker, consultant, and bestselling author—joins me to explore how product innovation and exceptional customer experiences can transform industries, with a deep dive into One Medical, the patient-centered healthcare startup recently acquired by Amazon for $4 billion. The conversation sheds light on designing human-centric experiences, the strategic use of technology and AI, and the importance of empowering both employees and customers in service delivery. Practical takeaways for product managers include blending automation with empathy, continuous improvement through design thinking, and fostering workplace environments where innovation thrives.



Introduction



If you’ve ever struggled with whether to automate a customer touchpoint or keep it human, if you’ve wondered how to measure the “personal” side of your product experience, or if your team debates where AI helps versus where it hurts customer relationships—this discussion is for you. We’ll examine how companies dominate their markets through product innovation and customer experience that creates loyal fans, with a focus on One Medical, a start-up that Amazon acquired for $4 billion. 



Our guest is Dr. Joseph Michelli, an internationally sought-after speaker and organizational consultant. He is a New York Times #1 bestselling author who has spent his career inside the world’s most customer-obsessed companies—from Starbucks and Ritz-Carlton to Mercedes-Benz and Zappos. His latest book, All Business Is Personal, examines the human-centered approach that made One Medical stand out in healthcare.  



Summary of Concepts Discussed for Product Managers



The One Medical Story:Founded by innovator Tom Lee, One Medical reimagined primary healthcare by leveraging technology for convenience, accessibility, and eliminating pain points (like waiting in both the waiting room and exam room). Their membership model allows customers to view providers’ schedules directly and schedule appointments online. Ninety-seven percent of their patients wait for less than three minutes to be seen by their provider. One Medical’s model integrates with existing health insurance, while streamlining scheduling, communication, and clinical experiences.



Designing for People:One Medical designs not only for customers but also for employees. Especially in healthcare, where burn-out and lack of talent are serious challenges, a humane experience for employees is essential. One Medical leverages user experience (UX) research, streamlines workflows, and uses AI to handle administrative burdens and enhance face-to-face interactions.



Practical Innovation:With influences from design thinking and Lean methodologies, One Medical empowers all team members as “spotters and solvers.” Practices like job rounding, customer walks, huddle boards, and cross-functional problem-solving are part of their DNA.



Amazon’s Influence:Joseph discusses Amazon’s acquisition, culture clashes (and blends), and the unique challenge of integrating a highly human service business into Amazon’s tech-forward ecosystem.



Healthcare of the Future:The integrated experience—app-based triage, same-day appointments, telehealth, and even Amazon Pharmacy delivery—showcases the potential of digital-centric, consumer-driven healthcare.



Useful Links




* Check out All Business i...

The biggest challenges when moving from individual contributor to product VP



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TLDR



In this episode, I welcome Piers Fallowfield Cooper—executive coach and author of Are You Still the Future?—to explore one of the most critical career transitions in product management: moving from individual contributor to product leader. We discuss why success as a product manager doesn’t guarantee success in leadership, the mindset and skills required to thrive as a product VP, the importance of personal strengths and adaptability, and practical advice for building a successful, energized team.



Introduction



Let me paint a picture of a common occurrence. Product VPs and leaders start out as individual contributors, i.e., product managers. Because of their outstanding work, delivering value for the organization and delighting customers, the product manager’s responsibilities and influence quickly increases, resulting in a promotion to Product VP. Sounds great, right? Maybe not—a couple months after the promotion they are struggling and their teams are frustrated. If you were that newly promoted VP, you would be wondering if you made a terrible mistake. 



Let’s turn that around. This discussion will help to equip you for the most critical transition in product management careers—the leap from individual contributor to product leader. This isn’t just about getting promoted; it’s about fundamentally shifting how you think, act, and add value. And, if you are already a product leader, this discussion will also help you improve and how you mentor your ICs. 



Our guest is Piers Fallowfield-Cooper, who has coached over 130 C-suite executives through major leadership transitions. He’s spent 30 years in senior executive roles himself scaling companies across finance, technology, and e-publishing. His book Are You Still The Future? was a Business Book of the Year finalist in 2024. He knows how to effectively navigate the journey from individual contributor to executive leader. 



Summary of Concepts Discussed for Product Managers



The Challenge of the Transition:Many product VPs begin as outstanding product managers, but leadership requires a shift from “I” to “we.” The skills and knowledge that led to promotion often don’t translate to success at the next level—leadership is less about specific expertise and more about asking the right questions, fostering a broader perspective, and leading through others.



T-Shaped Leadership:Piers explains the necessity of moving from being a deep specialist to developing broad horizontal skills—an essential shift in most careers, including product management.



Find Your Sweet Spot:Ambition doesn’t always mean you want or would be happier in a leadership role. Ask yourself why you want to get promoted and consider what trade-offs come with increased responsibility.



Key Shifts for Aspiring Leaders:




* The move from “doing” to “thinking and leading.”



* Creating regular thinking time with diverse stimuli.



* Observing and reflecting on effective leadership styles, then building a personal leadership approach authentic to you.



* Focusing on helping the team succeed, rather than being everyone’s friend.




Strengths, Energy & Environment:




* Use tools like Strengths Finder to identify what energizes you, not just what you’re competent at.



* Play to your energizing strengths, focus on what the business needs,

How product managers can make their own futures



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TLDR



In this episode of Product Mastery Now, we’re joined by Robin Champ, VP of Strategic Foresight at LBL Strategies and Harvard Extension School instructor. Robin shares practical approaches for product managers and leaders to anticipate, rather than merely react to, disruptions in the market and competitive landscape. Through the Strategic Foresight Framework, scenario planning, and trend scanning, Robin explains how to create agile strategies that help organizations deliver value in uncertain futures.



Introduction



Any product manager with some experience knows the frustration of being blindsided—competitor launches that catch you off-guard, market shifts that kill your roadmap, or customer behaviors that seemingly emerge overnight. Many product teams are in a cycle of reacting to change and putting out fires. Instead, what if you could anticipate change? By the end of this episode, you’ll have the strategic foresight framework that is taught at Harvard and applied in organizations.



Our guest is Robin Champ, Vice President of Strategic Foresight at LBL Strategies and Harvard Extension School instructor. Robin spent 33 years applying foresight in the highest-stakes environments—the U.S. Secret Service and Department of Defense. She trains executives on the strategic planning methodologies that equips them to stay ahead of competitive threats and create opportunities.



Also, Robin is speaking on Tuesday, September 16th, 2025, at my favorite product innovation conference, the Product Development and Management Association’s Ignite Innovation Conference. Learn more about the conference at www.PDMAsummit.com.



Summary of Concepts Discussed for Product Managers



What is Strategic Foresight?




* Foresight vs. Forecasting: Foresight embraces uncertainty and explores multiple possible futures rather than making a single prediction.



* Scenario Planning: Organizations develop strategies by considering different directions the future could take, enabling agility and preparedness for disruption.




Why Product Managers Need Foresight




* Competitive Advantage: With foresight, product managers are better equipped to stay ahead of market changes, competitor launches, and evolving customer behavior.



* Case Example: Robin describes applying scenario planning with a senior living community to anticipate shifting senior preferences and invent innovative solutions.




Foresight Methodologies




* Environmental Scanning: Deliberately monitoring signals and trends in the market and society via tools like LinkedIn, futurist publications, and AI-powered analytics.



* Futures Wheel: Mapping out potential first-, second-, and third-order impacts of proposed changes or emerging trends.



* Bringing in Creativity: Leveraging both human creativity (e.g., involving science fiction writers) and AI tools to generate diverse and imaginative future scenarios.




Practical Application




* Use scenario planning and futures wheels to consider the implications of market shifts, like changing education delivery models with AI and shorter attention spans.



* Scanning can be both manual and AI-assisted; following futurists can keep PMs ahead of upcoming trends.

How product managers can build customer-centric AI products



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TLDR



Juanjo Duran, Chief Product Officer & Chief Marketing Officer at Exoticca, joins Product Mastery Now to share how to create AI-powered product features customers actually love, not just features that sound impressive. Drawing on 25+ years in diverse leadership roles, Juanjo discusses leveraging customer obsession, data-driven decisions, and practical frameworks to balance innovation with execution. Learn how to embed AI across teams, structure innovation projects, and use the customer journey—from inspiration through to objection handling—as your roadmap for building differentiated products that deliver real value.



Introduction



Picture this: You’re a product leader trying to build AI features that customers actually use, not just technology that sounds impressive in board meetings. You’re scaling your product organization while maintaining innovation momentum. And you’re doing all this in an industry where the stakes for getting it wrong are high. We are discussing building smarter products that integrate AI that customers actually want. We’ll also explore practical frameworks for balancing innovation with execution in rapidly scaling organizations. 



Our guest is Juanjo Duran, Chief Product Officer and Chief Marketing Officer at Exoticca, a leading travel tech platform that provides multi-day travel packages. Juanjo brings a unique perspective—25+ years in consumer goods at P&G and Mars, operations leadership at easyJet, marketing at eDreams, and now product leadership at Exoticca.  



Summary of Concepts Discussed for Product Managers



Key Topics & Takeaways




* From FMCG to Travel Tech: The Leadership Thread

* Juanjo describes his journey from Procter & Gamble and Mars, to travel and product leadership at Exoticca.



* The unifying principle? Putting the customer at the center, leveraging data-driven decisions, and focusing on how brands create value.







* The Travel Customer Journey Redefined

* In travel, the journey starts the moment a customer begins browsing for trips, not just when booking or traveling.



* Product pages are transformed to make users fall in love with destinations, describe the experience simply, and address objections upfront.







* Structuring Innovation: Purpose-Driven Evaluation

* Initiatives at Exoticca are filtered by their fit with company purpose: making dream trips accessible, creating extraordinary experiences, and serving customers end-to-end.



* Innovation efforts are prioritized by value to customers, strategic fit, feasibility, and business impact.







* The AI Journey: From Efficiency to Customer Value

* Early AI efforts focused on automating repetitive tasks for efficiency. The real shift came from asking: “How can AI deliver better value for customers?”



* AI is embedded across every team, used in personalizing customer experiences, managing dynamic trip pricing, addressing customer queries (pre/post booking), and predicting pricing far in advance.







* Innovation Project Structure

* Cross-functional discovery and alignment at the outset saves time later.



* Prototyping, rapid iteration, and A/B testing form the foundation of execution.

The 2025 PDMA Ignite Innovation Summit



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TLDR



Today I’m sitting down with Bill Reed and Spike Ross-Corbett, PDMA board members and co-chairs of the 2025 Ignite Innovation Conference planning committee. We reflect on top takeaways from past PDMA conferences, including invaluable lessons on customer research, adaptive product development, building cultures of innovation, and leveraging networking opportunities. Spike and Bill also offer a sneak peek into this year’s conference in Chicago, highlighting fresh formats, hands-on workshops, and powerful networking. Get practical insights to elevate your product management game and learn how to unlock a special discount for the upcoming summit.



Introduction



As a product professional, what is your favorite conference to attend? We have a lot of good options, but mine has been Ignite Innovation, which the Product Development and Management Association (PDMA) runs annually. I attended the first one in 2006 after hearing about it in a local group of product professionals. Since then, I have attended most years when I could, and I will be there again this year. It is being held at the Marriott Marquis in Chicago from September 13th-16th. This episode will discuss examples of what we have learned at past conferences and what we expect to learn this year. 



Joining me are two board members of PDMA who are also the co-chairs for the committee planning the conference—Bill Reid and Spike Ross-Corbett. 



Summary of Concepts Discussed for Product Managers




* PDMA Ignite Innovation Conference:My favorite product development and management conference, hosted in Chicago, September 13th-16th, 2025.



* Meet the Guests:

* Bill Reed: Leads product and innovation teams at Boulder Imaging, with a rich history in innovation, patents, and engineering.



* Spike Ross Corbett: Heads product development at Portland Marketing Analytics, focusing on making marketing ROI analysis accessible.





* Past Conference Takeaways:

* Geoff Thatcher’s Experience Design Model: Apply theme park design (attract, trust, inform, internalize, act) to product management. (423: Transforming products into experiences – with Geoff Thatcher)



* Andrea Ruttenberg on Voice of Customer: Needs-based interviews are the foundation for innovation success. You don’t need hundreds—just strong qualitative insights. (477: Three-step VOC system – with Andrea Ruttenberg, PhD)



* Marissa Mayer’s 20% Time Story: Google’s AdSense was born from a culture that allows even “bad ideas” to be pursued, powering breakthrough innovation.



* Networking Impact: Random dinner groups at past conferences fostered lasting professional connections.



* Peter Monkhouse on Embracing Uncertainty: Adaptive, iterative development and embracing uncertainty helps PMs tackle ambiguity with confidence. (439: Differences and similarities between product and project management – with Peter Monkhouse)Show more...