Can deadlines be used as not just commitment tools but also as facilitators of creativity?

A concrete example of how we used  product principles to streamline decisions in a growing product organization.

Innovation through convenience, tech, and acquisitions: my key lessons from the PPW23 conference.

Can you point out who is needed to take a decision in your organization?

My takeaway from the hipest conference in Europe.

A reflection on the value of the MVP and if and how the product community should still be working with it.

My take on product transformation. Andy on why words matter.

In the spirit of learning from the best, I attended McKinsey product Academy. A series of seminars where A-listers in product shared their ideas and thoughts on different hot topics in product. Here is what I learned.

These are my takeaways from the 10th edition of Mind the Product.

If you are brave enough to go back to the roots, you might find the key to opening up a better conversation.

Where are Sweden and its tech heading? Here are some trends I picked up during the Almedalen week.

Working with Teresa Torres' opportunity solution tree, one key learning for me has been that creating the space for discovering solutions is at least as important as creating the space to discover opportunities.

Everyone talks about discovery, ability to prioritize, business acumen, as important skills to master for PMs. I believe that beyond that there are 4 areas that are fundamental to succeed with any product.

We value diversity in so many ways in product development, yet the most common practice is still to put everyone in the same ”ideation box”. If it sounds really wrong, it is because it is. Here is how we changed how we ideate thanks to the constraints of remote work.

While reading about motivated reasoning and the fact that we see the world as we want it to be and not how it is, I couldn’t help but wonder: Could group dynamics in strong and independent product teams feed tribalism that leads us to bias product decisions?

Focus is about saying no to good opportunities, not to bad ones. But how do you actually put that in practice?

I reflected on frameworks and summarize what worked well and what didn’t for us. Because the key is to not fall in love with one but to mix them all.

What do you choose for your product: speed of delivery or inclusiveness? And is there a way to have both?

478 days after we started to work fully remote, it is interesting to reflect on how physical distance has transformed our meeting habits in the Hemnet product organization.

Why mistakes are the key to success and how to teach your product organization to make them.