Pancrazio Auteri

When working on larger projects and / or those with high outcome uncertainty, many org cultures (surprisingly pervasive even in many startups) tend to prioritize tackling low-hanging fruit or default to taking a consensus path ironically termed "the path of least resistance". This approach of solving easy sub-problems ("known unknowns" as Donald Rumsfeld fmr. US Sect of state, would have termed it) builds in sunk costs & illusions of progress, creating inertia to course correct. Most modern project or program operations turn out to be successful if we view them as a portfolio of risks (sorted by highest impact, high uncertainty to lowest impact, high uncertainty). Tackle the ones at the top first. Prove or disprove your hypotheses. Source of image: First round review #product #bets #operating #principles

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“If there is no clear owner, then it’s the PM that owns it.” I sat down with Esteban Contreras from #ProductState to discuss Product leadership, or Prioritization process at Productboard. We also dug into the concept of Extreme Ownership, which is a principle I firmly believe in. Read more: https://lnkd.in/eVN47mWn #productmanagement #productexcellence #ownership

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Have you ever been frustrated when managing stakeholders? If so, you are not alone. On The Intentional Product Manager Podcast episode 5 I chat with Bruce McCarthy and Melissa Appel co-authors of Aligned: Stakeholder Management for Product Leaders to figure out how to have less frustration and more impact. In this episode, you'll learn: 💡 Key Highlights: * Challenges in stakeholder management: Knowing when to say “yes” and “no” * Building rapport: Why understanding stakeholders is as important as knowing your customers * Communicating effectively: Strengthening relationships between product and sales team * Navigating difficult personalities: The surprising benefits of "mining for conflict" to foster alignment * Positioning for promotion: Building executive relationships and earning a seat at the table * Finding alignment: Mastering the "meeting before the meeting" for better outcomes 📖 Learn more about my guest’s incredible book Aligned: Stakeholder Management for Product Leaders and gain strategies to thrive in your career. 🎧 Listen now and level up! Podcast: https://lnkd.in/edMV_zb9 Youtube: https://lnkd.in/eJSMi6Aa

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"In product, we're bombarded by high-level concepts like empowerment, data-driven, product-led, customer-focused, accountability, getting into the details, and high agency. But teams have trouble putting these ideas into practice. Why? And what can you do about it? When I ask people to describe the behaviors these things might entail—what I would observe (see and hear) if these things were happening—I often get blank stares." https://lnkd.in/gFCpYZ7A

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Over the past week, a few people have commented to me about the nuggets of wisdom I shared on JJ Rorie's Product Voices podcast last year. https://lnkd.in/g-PwrRxC When it comes to elevating voices, I tend to focus on elevating other people's voices. I love moderating conversations. I love diving deep to tease out other leaders' nuggets of wisdom and expertise, as evidenced by almost everything we are doing at the Product Advisory Collective (PAC), including private Product Therapy conversations and our on-going "On the Record / Off the Record" series: https://lnkd.in/gKktheED Proactively promoting my own voice is not something I spend time on or naturally seek out. Even though I've been a speaker at so many events I've lost count. Even though, anyone who knows me, knows I have many insights to share. I'm committing to more proactively elevate my own ideas and voice. My goal is to post insights and wisdom at least 2X a month. The goal's designed to under-promise and over-deliver, as any good consultant would do! Topics will include: - Responsible AI, including a focus on AI in digital health and how companies can adopt lessons learned from corporate social responsibility (CSR) over the years - Innovation, with a focus on product innovation, the future of product management, and the critical importance of human-in-the-loop processes - Women's leadership stories, my own and other stories from our PAC As part of this, I'm also working on sharing a big, untold story of mine. It's so big that someone who read part of it told me I'm trying to write a Star Wars Trilogy (which took 6 years to write 😯). In the interest of time, instead of a series of "epics," I'll aim to post some digestible "user stories" on LinkedIn over the next year or two (that pun's for the product people reading this!). If you're a woman product leader who wants to elevate her voice, join PAC. Monthly Product Therapy sessions, among other initiatives, are perfect for raising your profile and practicing your storytelling ("epics" and "user stories" alike) in a judgment-free-zone. 120+ women and growing. Themes include: #genAI, #GTM and #fractional stories. https://lnkd.in/gak-VH5X If you're an innovator, entrepreneur or investor with ambitious goals or challenging outcomes to achieve, and you've felt the pain of not having the right insights or leader, at the right time, to solve the right problem, reach out. I'm outcomes-driven, and, whether or not I personally can help, I will facilitate connections with the right advisor, consultant, or talent. #responsibleAI, #AIgovernance, #innovation, #productinnovation, #productmanagement, #digitalhealth # #humanintheloop #aipolicy #productpolicy #techpolicy #CSR #corporatesocialresponsibility #productleaders #fractional #techconsulting

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What do you think about AI in senior care? Personally, I think we have to be careful with it. When AI presents itself as human, it can be confusing for seniors who may not have strong digital literacy skills. In fact, if they think they're talking to a person and not an AI chatbot, it can be dangerous if they're having a medical emergency or issue. However, there are some helpful use cases. I think Kristen Fischer's exploration of AI here is really interesting. "Artificial intelligence may be a useful communication tool to help older adults with cancer communicate with their doctors and have more of a say in their treatment," she says. AI can provide more context or explanation about certain treatment plans and translate the patient’s needs to clinicians in situations where the patient doesn't feel understood or heard. AI will never replace professionals, but it could help patients and clinicians better understand each other. Feel free to share your thoughts on this—I'd love to know if you think AI would be an effective tool for these situations. #AI #SeniorCare #FutureOfHealthcare

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Too many product people have been misinformed about what to focus on in your first 30 days in a new role. In a genuine attempt to add value early on, they end up creating a less-than-ideal first impression with their peers & stakeholders. For example, I‘ve heard advice that it is useful to look through user feedback and summarize it for your new team. Early on, when you have very limited context, this is *usually* a bad idea if no one has asked you to do it. There will be plenty of time to send user feedback summaries & takeaways & assign action items afterwards, but it is important to understand this general framework of what to focus on & what to avoid in your first 30 days: https://lnkd.in/gJKHHC-X

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Mike Belsito of Product Collective goes deep on detailing the ins and outs of what it means to be Product Led -- highlighting the work of Wes Bush, Blake Bartlett, and others -- and going through case studies that include companies like Dropbox, Calendly, Slack and more. #plgplays #productledgrowth #revenueengine #valueengine #saas #saasgrowth #gtm #saasbusiness #saasstartups #saasproduct #productmanagement #businessgrowth #scalingup #gtmstrategy #revenueboost #monetization #revenuegeneration #productgrowth #gtmmotion #gtmplays #customerjourney #plgstrategies #plg #bestpractices #expertadvice #customervaluecreation #productvalue #successstrategy #gtmomentum #gotomarket #valuecreation #bestpractices #customercentricity #saassales #saasmarketing #growthlevers #growthdrivers #softwarebusiness

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Product roadmaps shouldn't be treated like a to-do list. They're living documents that tell the story of your product's evolution and adapt with customer needs. 🌱 I learned this lesson the hard way. Early in my career, like many founders and product folks, I viewed roadmaps as rigid plans to execute against - plugging items into project management tools and checking off boxes each quarter. While this felt satisfying, this output-based approach missed the point entirely. 😬 Here’s the roadmap philosophy I live by today: The art of roadmapping isn't about the output - it's about the process. 🏗️ Or, as Winston Churchill offers, "Plans are of little importance, but planning is essential." When viewed through this lens, startup roadmaps are a tool that helps you: 🗣️ Articulate your vision clearly to different stakeholders 🎯 Prioritize work that moves you toward that vision 🛞 Adjust quickly based on customer feedback 🤝 Unite teams around shared goals For early-stage companies, I’ve found the best way to do this is to create and maintain three versions of the roadmap, each for a distinct audience: 1️⃣ Annual roadmaps for investors: Focus on major milestones and market opportunities 6-12 months out. This shows your strategic thinking and excites investors about long-term potential. 2️⃣ Quarterly roadmaps for customers: Share concrete value coming in the next 3-4 months. This builds excitement while maintaining flexibility to pivot based on feedback. 3️⃣ Internal roadmaps for teams - Break down the work into specific problems and experiments to tackle this quarter. This connects daily tasks to bigger goals (which we manage in Linear). For each version, the key is focusing on the problems you're solving rather than features you're building. This shift in mindset leads to better products, more engaged customers, and teams that understand the "why" behind their work. ❤️ The best roadmaps aren't about checking off feature boxes - they're about delivering value by aligning your team, customers, and investors around a shared vision for the future. If you’d like to dive deeper into my thoughts around this topic, I’ve written up a post on creating your first roadmaps as a startup founder on the Clarify blog. I’ll drop the link in the comments 👇

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Product management is where strategy and execution meet, resulting in great products and solutions. If your team does not have a definitive charter or their roles lack clarity, critical elements of the job will fall through the cracks. The right things will not get done. Our Product Team Assessment has been used by hundreds of CEO’s, COO’s and CPO’s to up-level their Product Management organizations and to create high-performance teams. When properly structured and staffed our clients have seen returns up to 5 times their product management investment. Learn more: https://lnkd.in/gW4QY_ux #prodmgmt #gotomarket #productstrategy

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Worthy Read: The Art of Decision-Making by Joshua Rothman In the Product Talk newsletter, I recommended the book Farsighted: How We Make the Decisions That Matter Most by Steven Johnson. In this New Yorker article, author Joshua Rothman considers many of Johnson's arguments (and those of other experts on decision-making) through a lens that most people can relate to—the decision of whether or not to have children. Check it out here: https://buff.ly/2soAWHC ❓ Reflecting on Joshua Rothman's article, how have your most significant life decisions—whether personal or professional—shaped who you are today? Can you share a specific decision that led to a major transformation or new understanding of yourself? #prodmgmt #ux #engineering

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Which type of PM should I hire?  🤔 I've seen the answer shift depending on the current skillsets of your team and the next must-do's for the company. As a leader, you want to achieve balance between those that are great at 0 to 1, especially in the AI Age, and those who know how to scale a product based on customer demand all whilst bringing the company along. One of the simplest frameworks I've seen for thinking through this is from Adam Fishman and Keya Patel at Reforge: https://lnkd.in/gV9Q-bsb They break things down into 4 archetypes: 1️⃣ Core Product Managers: The backbone of any product team, they mostly focus on feature work that directly addresses clearly articulated customer pain points. These PMs are seasoned at cross-functional collaboration and know how to iterate and ship. 2️⃣ Growth Product Managers: Vital for hitting hockey stick growth, they're the maestros of user acquisition, activation, and conversion. Their relentless focus on metrics-driven experimentation and optimization drives sustainable growth. Prior marketers make excellent Growth PMs. Check that these individuals know how to knock on doors to build relationships across multiple teams so that they can get their experiments out the door. Though they will have to step on some toes. 3️⃣ Platform Product Managers: The architects of internal growth, they scale essential platforms and services to automate the operating systems and lifeblood of the org. For AI companies, these individuals are key to helping you build scalable data labeling and training tooling. 4️⃣ Innovation Product Managers: These are the individuals that love a blank page. Founders thrive in this role because they get to play the disruptor, pushing boundaries, driving new R&D efforts, and forcing stable companies to rethink the status quo. I've seen these individuals thrive when it comes to introducing new product lines or taking on a product-led growth motion for the first time. Naturally, because the world isn't black and white you'll like find that team members represent 2-3 of these archetypes. Still, I always think about what I'm optimizing for most of all. What do you think? BS or worth trying? (and yes, I'm hiring — innovation + growth pm's reach out)

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Got a tough product management question? I’m here to help. In the Dear Melissa segment of the Product Thinking podcast, I tackle your biggest challenges—whether it’s figuring out prioritization, aligning your team’s strategy, or navigating the complexities of scaling. If there’s something you’re stuck on, submit your questions at DearMelissa.com and I’ll share practical advice to help you move forward. Need a faster answer? Leave me a voicemail—I’ll make sure it gets top priority. #dearmelissa #askmelissa #productmanagement #productleaders #productstrategy

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An opinionated take on design: In a meeting with CTO, CMO, and the CSO last month, they mentioned that they are a fairly mature org in design practices, and their product shows it. —If a certain small set of customers are not too happy about a certain experience, this is because those stories are not a priority on the roadmap, and they are in transition from our legacy systems to more modern systems, and they will update the design team *at the right time*. ⏰ —They added that the org has a strong and favorable engineering culture—but they can be design mature org within the engineering culture. 🧫 I agreed to the last part but not on the priority and communication practices—and certainly not the communication model within that priority matrix. They asked me for an open and brutal honest opinion and this is what I wrote👇🏼. --- "In a leadership workshop that I attended many years ago, the presenters asked the audience to raise hands if they were honest in their work. A few hands were raised." "Next, they asked the audience to raise hands if they were dishonest. A few hands raised and there were a set of common participants too who raised hands in both the groups." "When asked, the common participants said that they were slightly dishonest—say two percent, or ten percent, because there is context." "The presenter said that either one is honest of dishonest. For example a crook cannot say that they are honest because they cheated only for one penny." "Design is not as black-and-white but it is close to this example. If design cannot address the concerns of right communication practices in the transition, and regardless of <whatever-centric culture>, you are not a design mature org *yet*. The silver lining is that you aspire to be." ----

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As a seasoned design leader at this stage in my career, I’d like to share a reflection of one of my greatest challenges—and privileges—navigating the delicate balance between leveraging well-established design patterns and crafting new, innovative product experiences. Why the balance matters: Tried-and-true design patterns are powerful because they provide familiarity and usability for users while reducing cognitive load. They’re a testament to the collective wisdom of our industry, refined over time through countless iterations and user feedback. However, relying solely on established patterns can sometimes limit creativity and lead to stagnation in product innovation. This is the dark side of established design systems. On the other hand, designing new flows and experiences allows us to break boundaries and chart new paths. This is where creativity shines, where we sharpen our skills and apply design principles in novel ways to solve evolving user needs. Yet, this comes with its own challenges—higher risk, potential user friction, and the need for extensive validation and iteration. As a design leader, the key is balance: 1. Master the fundamentals – Deep knowledge of design principles and established patterns is critical. These are the foundation upon which we innovate. 2. Push new horizons with intention – When we step into uncharted territory, it’s essential to root our explorations in a strong understanding of user goals, behaviors, and context. 3. Foster collaboration and experimentation – Building something truly innovative often requires stepping outside our comfort zone and collaborating across disciplines. 4. Measure and adapt – Whether we’re refining a pattern or creating a new one, data and user feedback are our guideposts to ensuring success. For me, the joy of designing the Akaio platforms lies in mastering this balance: ensuring products are intuitive and accessible while also delivering delightful, groundbreaking experiences. It’s a constant interplay of discipline and curiosity, structure and exploration. #designleader #innovation #exploration #flow #creativity #leaderrship #balance Check out a live use case of my latest product build here:

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The Mental Readiness Required for Leading Change In the realm of creating and developing innovative products, one factor often overshadows the rest: the mental readiness and agility to embrace and drive innovation. 💡🧠 As a seasoned professional in product development, I've observed a notable trend, particularly in medium to large corporations. Many top executives hold the power and resources to foster groundbreaking changes. Yet, there's an underlying challenge - a reluctance to steer their ships into uncharted waters of innovation. This hesitation, more often than not, stems from a fear of disrupting the status quo. 🚢⚓ Innovation, however, demands more than just resources; it requires a mindset that is open, adaptive, and ready to take calculated risks. It's about creating a culture where new ideas are not just welcomed but are actively sought. 🌟 Here are a few thoughts on cultivating this mindset: 1. Encourage a Culture of Curiosity: Innovation starts with asking 'What if?' and 'Why not?' 🤔 2. Foster Psychological Safety: Teams should feel safe to voice novel ideas without fearing negative repercussions. 🗣️🛡️ 3. Embrace Failure as a Stepping Stone: Not every innovative attempt will succeed, but each will provide invaluable lessons. 📈 4. Lead by Example: When leaders are open to change and demonstrate their willingness to innovate, it cascades down through the company. 👥 5. Continual Learning: Staying abreast of industry trends and emerging technologies keeps the innovative spirit alive. 📚 Innovation is not just about having the resources or the technical know-how; it's fundamentally about having the courage to let go of the familiar and step into the new. As leaders and innovators, our readiness to mentally embrace this journey is what will ultimately define our success. #InnovationLeadership #ProductDevelopment #CorporateCulture #ChangeManagement #NexusBlueprint

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Coining ‘enshittification’ is a good first step towards righting the ship. Now we can accurately describe the issue

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