DNA Insights

I used to think of phase-out planning as a necessary chore, something to tick off once the product had run its course. Over time, I learned that it can be a strategic lever. In one case, we were preparing to introduce a successor product. Rather than treating the launch as a clean break, we…

Agile development speaks of scope, quality and timeline. In reality, timelines are not always flexible, especially when external commitments have been made. If it becomes clear that a deadline cannot be met, the conversation quickly shifts to priorities and resource allocation, and this can become a source of frustration for everyone involved. This pressure…

Value protection often feels abstract during feasibility, but I learned the consequences firsthand. When I spoke about patents in product meetings, people would tense up; eyes glazed over, someone would mutter that it was not worth the effort and the conversation would drift. I was no different when I designed a new and innovative…

I have noticed that Product Managers often prepare thoroughly for the question: why should we create this product? But not every concept makes it through the feasibility phase. If you only focus on reasons to pursue it, you risk becoming overly attached and fighting too hard for the idea during stakeholder sessions. Belief in…

When a product concept is complex, I have found it far more effective to convey the idea visually than to rely on verbal description alone. Creating a simple mock-up or even a clickable prototype helps clarify your thinking and makes the concept easier to share. Whether you sketch it in a basic drawing tool,…

Early in my career as a Product Manager, I walked into a two‑day roadmap workshop and told a room full of Engineers, Architects and Engineering Leaders that we needed to rebuild one of the platform’s most important modules. To them it felt like performing open heart surgery while the patient was still moving. The…

If I had to pick one phase where Product Managers tend to feel most comfortable, it would be the Go-to-Market phase. The role itself is complex, and many find reassurance in the rhythm and regularity of execution, particularly through the interactions that come with Agile development. However, some Product Managers mistake steering an Engineering…

When working with an experienced group of stakeholders, passion often runs high. Alignment sessions can be intense, and rightly so. People care deeply about the direction a product should take. As a Manager, I found it helpful to prepare Product Managers in advance. They need to know not only how to lead these sessions,…

Although an idea can be seen as a product category in its own right, much like a physical good or a service, I often found myself reminding Product Managers that pitching an idea to stakeholders is not the same as pitching a product. You can present an idea with all the enthusiasm in the…

I once spent weeks preparing an extensive Product Strategy. I had looked at the market, analysed competitors, refined the positioning and checked every angle against the broader business strategy. When I finally finished, I felt confident that I had captured the full picture. The next morning my computer greeted me with a blue screen…