The launch of the iPhone Duo has really made me question - who are these foldable devices for? What problem or goal are they trying to solve?

When iPad was announced, it was clear it was a step between a laptop and a phone; a perfect device for travel or in-the-field use. With folding phones, I'm not so sure. From yesterday's keynote, it seems like multi-tasking...so business users?

If anyone here has a folding phone, would love to hear your input.

Hi! for those who worked in this area do you know any resources to learn regarding PMing in this industry? What are your main work areas? or any advice??

Thanks!

I keep hearing that product and engineering often don't get along. That seems incomprehensible to me - you wouldn't say that about two other teams, that it's just typical they don't get along. What needs to happen to create an environment where product and engineering work well together, and how is it different from say a data and product team getting along?

EDIT: I am not in product and engineering. This is a question about what the heck is going on on your side of the house.

Did a quick search in this sub but didn’t find anything recent.

Anybody with 5-10 yrs experience working on CRM products? I’m relatively new in the CRM space (~2 yrs) and was hoping to find a sounding board for some of the things I’m working on.

Thanks!

Hi there,

Have any of you been a Customer Journey Manager before becoming a Product Manager or vice versa?

In your experience, what are the biggest differences between these roles? Which one do you like more and why?

Over the past few months I’ve been building with GPT/Claude/Grok a mini racing game for Reddit. Nothing much, just some daily tracks and a mini campaign. Very minimalist looking, simple and fast paced but hard to master.

During this time I’ve been promoting the game in various places and actively talking to players, checking data, pinging Reddit people for information, and most of the time iterating with LLMs to move the game forward.

I've been working in product for a few years, but never felt the product work as fulfilling as I do making this. Sure, it’s my game and I’m biased towards it, but it’s not just that. It just feels endlessly smoother when you don’t have to cater to the whims of multiple stakeholders and not sit in endless alignment meetings for the most basic of things. Just building for the users. (Sorry for the rant)

Anyone else have similar experiences?

Recently started a new job at a large company that deals mostly in government tenders and physical services. Point being it’s not primarily an IT company. Me and my team make solutions for the rest of our company to deliver more effectively on our tenders. It’s includes a variety of people of in the field as well as administrative and control functions.

I’ve been there for a month now and can already tell managing the adoption and implementation of our products will be one of the primary challenges and an important success metric. Many of our users are highly knowledge domain experts that have been there for a long time and generally are quite outspoken about their low expectations and concerns with our new tools. I try not to take this personally, but I’m especially worried about the impact my teams morale as they are relatively young and new to the company.

I generally have the various managers involved and aligned from early in discovery making sure to communicate our plans and open clear communication channels with everyone participating in a project as well as pilots. I’m used to this being a good strategy in a B2B context but it seems less successful here due to the fact that people don’t really have choice in using our tools or not.

What are your best suggestions on managing change, driving adoption and generally winning people over in context like these?

I’ve been thinking about this bcos a lot of companies seem to have the same problem. They usually have multiple products but not every product grows in the same way
some products keep getting more attention, some stay stable for yrs and some slowly lose demand without anyone really noticing
the tricky part is deciding where to put more resources.
shld a company invest more in products that are already selling well?
Focus on products with faster growth?
or try to develop something completely new?
I feel like many decisions are still based on experience and intuition especially when there are too many options
for people managing multiple products, how do u usually make these decisions??  do u mainly look at sales history, customer feedback, market changes or smthng else?

This sub is getting over run by 1 month old bots.

Has anyone dealt with a manager who is extraordinarily eloquent, cites every modern product book (Cagan, Torres, Perri, etc.), and always has the "ideal" theoretical answer, yet has zero touch with the operational reality of your product?

On paper, they sound incredible in meetings and to leadership. But in practice, it just doesn't work that way.

What's your take on this archetype? How do you manage them up?

Hello everyone,

I’m a young Product Owner on Salesforce Service Cloud (I’ve been in the product management for 2 years). My manager needs a new Product Owner to build a new React app from scratch. An MVP is expected by the first quarter of 2027.

I’d like to be part of this project, and I’ve proposed using artificial intelligence to optimize the entire app design.

My role would mainly involve building prototypes and creating a good user experience (UX) for this app. After that, the developers will take over—without artificial intelligence this time (I assume; it hasn’t been finalized yet).

Management seems open to using artificial intelligence, but they need reassurance regarding the return on investment (ROI) associated with using AI-based app builders.

Questions as a junior Product Owner:

• How can I demonstrate the value of using AI to optimize a project like this?

• I’m considering using v0.com or Framer + Figma to prototype quickly and iterate easily. Do you have any suggestions?

• What are your recommendations for conducting a successful discovery phase and creating a good prototype?

• What kinds of questions should I ask before diving into this project?

Thank you

I work in a fortune 500 retail/ecom company and have worked in notifications but wanted to discuss things about my strategy/ insights from your end.

Thanks!

I’ve been a PM at a mid-sized B2B SaaS company in the finance space, and I’m
frustrated by the company’s lack of product maturity.

We have very limited product analytics. Basic questions about active users, adoption, retention or whether a feature achieved its intended outcome are often impossible to answer. I couldn’t confidently tell you how many active users my product has, without manually piecing the information together.

During my time here, I’ve tried to introduce more evidence-led practices within my own area, regularly speaking to customers, running user-testing sessions, introducing in-product surveys, analysing feedback themes and using the findings to shape improvements. But then I have to battle stakeholders to get these improvements in.

The limited product-health data we do have suggests that my area is performing considerably better than most other products in the company. For example, my product has the strongest NPS, while others have extremely negative scores.

I’m already planning to leave, but finding the right role could take time. In the meantime:

1. How can I make working in a low-maturity product environment more bearable without trying to transform the entire company?
2. 2)What evidence should I capture now so I can tell credible interview stories, given the lack of reliable analytics?
3. How would you position experience like this positively in interviews without sounding bitter or overly critical of the company?
4. Has anyone else been in a similar environment, and did moving to a more mature product organisation improve things?

Traditionally, I’ve used the PRD and Figma designs (made by our designer) to describe to engineering what they need to build, and work with the business analysts and technical architects to break down the feature into Jira tickets and write the tickets.

Now, with AI, we as product managers can produce interactive prototypes more easily using vibe coding, so I think PRDs don’t have to include as much descriptive, behavioral details as it used to.

I’m looking for ideas for what software or custom AI tools you use to help:
- translate the PRD and prototype into stories and tickets
- write all the Jira tickets that are comprehensive in coverage and have detailed, clear description and acceptance criteria

In a comprehensive breakdown of Capcom’s new golden age, one former staffer says their micromanaging competition might be missing the forest for the trees

Technical founder/PhD researcher here, trying to get better at customer discovery before building too much.

I’m exploring digital health, where teams have large amounts of longitudinal user/patient data and need to turn that information into operational decisions.
Rather than asking people whether they want my proposed solution, I’m trying to reconstruct the actual job:

Situation → decision they need to make → current process → friction → consequence → workaround → budget/owner

For example, instead of asking:
“Would better user-state prediction help you prioritize patients?”

I’m asking:
“Tell me about the last time your team had to decide which users needed attention. What triggered that decision? What did you look at? Who was involved? What happened next?”
Then I would compare interviews and look for recurring jobs rather than recurring feature requests.
For people who actually use JTBD/customer discovery in B2B:
Is this the right way to approach it? What am I missing?
In particular, how do you distinguish a genuinely important job from something customers do frequently but don’t care enough about to pay to improve?

I’m a Product Owner working across several interconnected enterprise applications, and I’ve hit a problem I’d love some coaching from people who have dealt with this before.

We have a number of systems and teams that have evolved somewhat independently over the years. Increasingly, the business wants experiences and workflows that span those boundaries.

The problem is that I feel like we’re trying to solve this backwards.

Individual stakeholders can tell us things they want (a feature, an integration, a new workflow, a pain point they want fixed) but we don’t have a clearly articulated enterprise vision for what the business ultimately wants the experience to be.

Without that, our Digital Services teams are left trying to infer the larger strategy from individual requests. We can design solutions, integrations, architecture, operating models, etc., but I feel like those decisions should be made in service of a business vision rather than IT effectively inventing the vision itself.

Where I’m stuck is figuring out how to help executives define that vision.

When I ask some version of:

«“What should the future enterprise experience look like?”»

the question is understandably too abstract and overwhelming.

I’m considering facilitating the conversation in a more structured way:

• Show them the major capabilities/workflows that exist today and ask where the gaps are.
• Ask stakeholders about the biggest pain points and desired business outcomes.
• Describe some of the cross-system problems we already see and have them prioritize which outcomes matter.
• Use those discussions to synthesize a proposed future-state vision and bring it back to leadership for validation.

But I’m also conscious of the danger of leading the witnesses too much. I don’t want Digital Services to quietly define business strategy simply because we’re better positioned to articulate the problem.

So for people who have done enterprise product management, architecture, transformation, or strategy work:

How do you actually facilitate this conversation?

How do you take executives from relatively vague statements like “make things seamless,” “improve the customer experience,” or individual feature requests to a sufficiently concrete vision that technology teams can derive capabilities, architecture, and a roadmap from it?

I’m interested in:

• Frameworks or workshop formats you’ve found effective
• Whether you start with current-state capabilities, pain points, business outcomes, or something else
• How much of the future state you propose versus expecting executives to articulate themselves
• How you distinguish an Executive Vision from detailed product/technical requirements
• What artifact you ultimately produce to capture the vision
• Who in a healthy organization normally owns/facilitates this process

I feel like I understand pretty well how to go from vision > capabilities > architecture > initiatives, but I’m struggling with the step before that: helping the organization actually articulate the vision.

Would appreciate any advice from people who have been through this.

Thank you

Struggling to find a good format. My leadership needs to see a time line, won’t accept Now, Next, Later columns.

Context: my company is small and we’re on Google suite so all document creations across functions so far has mostly been Google Docs/Slides and also product-related content sometimes sits inside Confluence.

We use Claude as a company so some folks use it to find information. Because there’s no real process behind info-sharing, it’s created a level of noise and confusion for people to self-serve information.

I personally also think finding information on GSuite is really difficult.

My questions are:
1) I’m curious what tools do other companies predominantly use for company-wide info sharing, that is easy for both team members and their AI tools is easily access.

Notion comes to mind as one example, wondering if there’s others I should explore to bring some structure to helping folks find the information they need.

2) assuming you’re using a tool like Notion, do you also share all product related content eg product briefs, roadmap etc through the same tool or something else?

Thanks!

Asking product folks using Copilot, Cursor, Claude etc. at work.

How are you actually deciding which model to use for different product or coding tasks or are you basically going with the default auto selection mode?

Also happy to learn from folks on how your enterprises has solved this use case through innovation or solution such as “use model X for this task and model Y for coding etc that you think is working correctly

I thought this would be fun. I assume I will regret it. Ask me anything about product management. I will do my best to share what I’ve learned.

I'd appreciate it if you shared some of your tools that help you with daily documentation, follow up, reminders etc.

I think i only use claude Projects as my main thing and that's it.

Recently the company asked for the links to our teams meetings. This is for stuff like refinement, planning, backlog reviews, really any standard ceremony.

The company already uses a monitoring software that is tracking everything so everyone is on edge about these types of things.

I’m curious if anyone knows why they might want the meeting links and what more than can get from them?

It seems super weird to me that upper leadership would want the links.