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

I talked about product strategy with the amazing product community in Lviv.

I am super honored to have contributed to Johanna Olsson's book “Närhet trots avstånd ” with a chapter on how we changed our ways of working to adapt to hybrid work.

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

The hard truth is that you can’t constantly be choosing. So how do you choose what to choose?

Product marketing is not only a role but a mindset that needs to be adopted by product teams. You need a strategy to define how people are going to know, use, and talk about your product.

Learning from the best. This is what we have been reading and discussing this spring.

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.

What do you do when polarized views affect the expectations of the workplace and ways of working?

Listen to me talking about how the pandemic innovated the way we work at Hemnet to get the best from both physical distance and collaboration.

In The Cold Start Problem, Andrew Chen unpacks the dynamics of networked products. He provided me with concrete frameworks and food for thoughts. Here are my takeaways.

Watch me talk about the importance of product strategy and give some concrete tips for a remote roll-out.

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.