Ever since I started my career, organizations have been largely constrained by IT production capacity. Building was hard, slow, and often expensive. We learned in business school to design operating models around that reality: specialized roles, phased tollgates, added governance and overhead, and many handoffs. The logic is simple. When capacity is scarce, you protect, coordinate, and optimize it.
In my profession, I believe and experience that the world is changing quickly every day. AI-assisted development and a high degree of automation across the software development lifecycle are collapsing the marginal cost of producing software products. More of my teams can produce more output with far less friction than before. Generating code and artifacts is moving from “craft” toward “commodity”, which I see as a product and business risk. I’ve never seen the responsibility of a product team as a commodity, and even in an AI-assisted world we shouldn’t.
Organizations and people’s capability to decide, review, and absorb change is not scaling at the same rate as software development. This mismatch in scaling is the product leadership challenge of today.
When building gets cheap, judgment becomes expensive, and the constraints move upstream to the Product Manager and the UX designer.
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