Category: Product Operating Model
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Synthetic users for development
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One of the core ideas behind agile development is that learning should happen continuously — not only at the beginning of a project or right before launch. Yet many product teams still struggle to get enough real exposure to users during development. Access is limited, recruitment takes time, and research…
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The Team I Built in Claude Code
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There is a particular kind of loneliness that comes with solo creative work — even when the tools are extraordinary. This past weekend, it changed.
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The G/g Learning Paradigm: How High-Performing Teams Learn While They Deliver
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Most organisations treat learning and delivery as separate activities. The G/g paradigm pairs every delivery commitment with one deliberate capability goal — practiced inside the live work, not alongside it. Rooted in a Nokia innovation studio story that eventually became the Storytelling mindset in the Five Mindsets framework.
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VIBE Coding Crushes the Design Process — and Makes Real Designers More Essential Than Ever
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For years, we have worshipped at the altar of The Process. You know the one. User research. Personas. Journey maps. Wireframes. All of it completed before a single line of code is written. All of it delivered in decks that travel up and down the organisation, accumulating feedback, losing specificity,…
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Customer-Centricity Is Not a Workshop: It’s a Power Shift
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Why most enterprises misunderstand what customer focus actually requires. “Customer-centricity” is one of the most overused phrases in corporate life. It appears in strategies, values statements, and town halls. It features in leadership principles and onboarding decks. It is invoked at the start of transformation programs and engraved on the…
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How Wicked Problems may be the breakthrough for your transformation
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Why wicked problems are not an obstacle to change — they are the precondition for it. Most organizational transformations fail before they begin. Not because the methodology is wrong. Not because the people lack capability. Not because leadership is unsupportive. They fail because the problem was chosen for convenience rather…
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Why Most Product Operating Models Fail in Large Enterprises
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What Most Product Operating Models Get Wrong (And What Actually Works) A practitioner’s view on aligning UX, product, AI, and leadership in complex organizations. Most large enterprises do not lack operating models. They lack operating behavior. Over the past decade I have participated in several transformations where the structure was…
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My New “AI Product Trio”:An authentic field report
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What happens when you stop babysitting an AI and start working alongside a surgeon — a field report from the past few weeks. #claudecode #notebooklm #lovable.dev
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Claude Code: The Morning Everything Changed
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February 22, 2026 I almost didn’t bother. I had subscriptions to OpenAI and Gemini already. I’d read the think pieces, listened to the podcasts, absorbed the expert takes. And somewhere in the back of my mind I’d quietly decided: I’m probably not technical enough to get the real benefit from…
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Wave 3 Transformation: The Missing Leadership Layer
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Across large-scale transformations—digital, product, AI, operating model, and culture—a recurring three-wave pattern appears with striking consistency. I have seen it repeat across organizations, industries, and leadership teams for more than fifteen years. Over the past fifteen years, I have worked inside a wide range of large-scale transformations—digital, product, organizational, and…