The fact that this kind of thinking gets any traction is also a sign of how much shortsightedness there is all around us. Getting the org right accrues orders of magnitude more value than anything else these super managers are supposed to do themselves—the so called work Chesky kept talking about.

Indeed. It’s yet another paradox in our industry. We’re supposed to like solving hard problems, yet there are plenty of leaders that look at the most basic of hard problems they need to solve and say “it’s hard, so it’s either impossible or worthless”

Fantastic article. This whole trend of management bashing, including multiple interviews of leaders bragging about not doing 1:1s and having dozens of reports is fascinating. My take it’s that it’s a combo of Dunning-Kruger and survivorship bias.

I don’t know any. I believe Tal Raviv’s “AI PM copilot” has some prompts for this but I haven’t purchased it yet (payhip.com/b/Zs6ld). Existing PM tools are well positioned to deploy AI as this kind of assistant to sharpen our thinking — the stuff that happens *before* and *after* creating a roadmap

Great post. I think one other augmentation area will be as a first line of critical review of strategy or analysis. Something like: “Here is my framework and context and here is my analysis. What am I missing? What’s repetitive and can be grouped? How can I make this more exhaustive?”

Hoje fiz 15km, somando ida e volta. Primeira vez que fiz as duas paragens nas escolas + escritório, nos dois sentidos. 70min a pedalar (115m de ganho elev sem assistência) + semáforos + entregas/recolhas. Ainda assim menos de 2h