AI has made building easier.
But building the right thing is still hard.
Ten articles every week on what is happening across product, research, design and engineering. Curated by Rory Madden to help teams decide what to build.
Explore the editions ↓The archive
How Leaders Get In The Way Of Organizational Change by Ron CarucciOrganisational change stalls when leaders underestimate the work, overload teams with disconnected initiatives and promote transformation without changing themselves, so progress depends on realistic capacity, inte
Read edition ↗The False Alignment Trap by Julia Dhar, Kristy R. Ellmer and Philip JamesonTransformation efforts often fail because leaders mistake polite agreement for real alignment, so teams need to surface differences around why change matters, what success looks like and how it will happen
Read edition ↗You Might Be A One-Company Manager by Karol WójciszkoGrowing into management inside one company can mask how much performance comes from context, trust and reputation, so switching environments becomes the real test that forces managers to build portable skills like influence, fe
Read edition ↗Collaborative Steering by Luke WroblewskiAs teams start guiding separate AI agents, perspectives can drift faster than output improves, so collaborative steering creates shared context that helps design, product and engineering encode goals together instead of letting every agent
Read edition ↗Before You Fire All Your Glue People Because Of AI by John CutlerAI can reproduce visible artifacts like updates, notes and roadmaps, but not the judgment, trust and social coordination that make them matter, so cutting “glue people” too early risks hollowing out the hidden capab
Read edition ↗How C-suite And Board Roles Are Being Reshaped Around AI by Tomas Chamorro-PremuzicAI is not just changing frontline work, it is reshaping leadership itself, forcing executives and boards to rethink oversight, judgment and decision making as senior roles shift from authority and
Read edition ↗The Playbook For AI Transformation by John VetanAI transformation stalls when companies treat it as scattered pilots instead of a repeatable cross-functional system. Dedicated facilitators, small decision-making pods, and structured workflow sprints help teams kill weak ideas ear
Read edition ↗The Science Of Social Loafing: Why Groups Kill Individual Effort by Joost MinnaarTeams work better when individual contributions are visible, coordination stays manageable, and people can see how their effort connects to a meaningful goal. Small teams, clear ownership, transparen
Read edition ↗Redesigning Workflows For AI by Jakob NielsenAI creates more value when teams redesign the whole workflow instead of just speeding up one task at a time. Removing handoffs, automating the glue work, and shifting people toward higher-judgment exceptions can unlock bigger gains tha
Read edition ↗Finally, The Handoff Is Dead by Luke WroblewskiAI does not fix collaboration on its own. Teams work better when design decisions, development standards, and project context are carried in a shared system so people can contribute in parallel without losing alignment or creating ha
Read edition ↗Who In The C-Suite Should Own AI? by Toby E. StuartAI initiatives work better when companies stop treating them as the responsibility of one function alone. Clear ownership, shared accountability, and tighter coordination across technology, operations, risk, data, and finance hel
Read edition ↗Demand Mix, Shaping, And AI As (Dys)function Multiplier by John CutlerOrgs spend a lot of time talking about dependencies, intake, predictability, “discovery,” capacity, and so on. But far less time talking about the harder questions around the mix of demand teams are dealing wit
Read edition ↗Organizational Silos: What The Titanic Teaches Us About Information That Never Arrives by Joost MinnaarSilos are usually created by structure, not bad intent, when teams optimize for local metrics instead of shared outcomes. Shorter paths between signals and decisions, more trans
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