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The online whiteboard of Kristofer Palmvik
Codeberg is a non-profit, community-led effort that provides Git hosting and other services for free and open source projects.
Enshittification isn’t inevitable. It’s a choice. A thousand tiny choices made every day. As product people, we have more power than we think to slow it down, call it out, and maybe, just maybe, stop it in its tracks. But it means being loud. Being annoying. Asking the uncomfortable questions. (“What problem are we really solving?”) It means being okay with leaving some money on the table if it means keeping the trust of your users.
A pricing page reveals far more than how much a product costs. It’s a strategic document that shows who a company wants as customers, how they plan to grow, and where they see their future. Here’s the framework I use to decode strategy from pricing.
My key critique is that the article follows a classic rhetorical move. It begins with the language of empathy and belief, such as "I want to believe" and "it pains me," but it ends with a moral judgment. What starts as a reflection on the challenges of building empowered teams becomes a statement about individual character, framed as a lack of ambition.
What I believe is really going on, even though I hate to admit this may be the case for some in the product community, is that they do not desire to improve themselves. Some people lack ambition. For these people, comparisons with the best are uncomfortable, and they gravitate towards anyone that tells them that they are just fine the way they are, and that being better is overrated anyway.
Having been a shadow product ops person myself, I can tell you it isn’t sustainable. I was trying to figure out ways to improve our roadmapping process and selling the other PMs on the new process. Meanwhile, I had the rest of my job to do: loop in stakeholders, build out my own roadmap, make sure my engineering partners had everything they needed, and manage my direct reports. The process work needed to happen, but it felt squeezed in and I was constantly teetering on the edge of burnout.
The purpose of product ops is to free up product managers to focus more on the core role (thinking strategically, acting tactically and taking informed decisions to achieve product success). With an increasingly sophisticated approach to product management comes more preparatory work, more systems to interact with, and more people to keep informed.
I break product ops down into four key areas: using data; understanding users; team ownership; and cross-departmental communication. These areas are a variation on Melissa Perri’s framework from her book, Product Operations (read my review here). I differ from them because I don’t believe “Process and Practices” are a pillar of product ops. Instead, I see process and practice as the method by which you improve the pillars of product ops.
So maybe the answer isn’t fewer meetings. It’s better ones. Meetings where everyone comes prepared. Where we solve problems together. Where ideas are tested, refined, and built in real time. In short: meetings that look less like a lecture, and more like a room full of smart people, standing at the whiteboard, figuring things out together.
Research papers from 14 academic institutions in eight countries – including Japan, South Korea and China – contained hidden prompts directing artificial intelligence tools to give them good reviews, Nikkei has found.
5043 links collected between and