Articles

Most product teams don’t set out to create a tangled process. It just happens over time — a new template for each initiative, a new checklist for each crisis, a new document “just to make sure.” Before long, product managers are juggling duplicative tools, outdated documents, and rituals that no one remembers why they exist. The  Quartz Planning Canvas  was designed to help teams take a deep breath, step back, and bring clarity to their product process — from  DEFINE  to  DELIVER . Quartz...

Every product manager hears it: “You own the product.” It sounds empowering, right? Until you realize you don’t own the roadmap, the budget, the headcount, or even the decisions. You “own” the outcome—but not the levers that produce it.

If you’ve ever hosted a customer session at a user conference, you know the dreaded “let’s make a feature wish list” breakout. It starts as a brainstorming exercise but quickly devolves into a complaint session, everyone piling it on with “the airing of grievances.”

Your leadership team wants to know what’s next: how will you grow revenue and increase product adoption? You must balance business objectives, product strategy, and risk tolerance.

Customers are terrible at suggesting features but brilliant at revealing problems. Product managers who don’t hear those problems firsthand—and instead outsource discovery to AI dashboards, surveys, or sales teams—are flying blind. Success comes from discovering friction in the real world, not just crunching secondary data.

Sadly, only 21% of product managers have been trained in the practices of product management. Many more have been trained in Scrum or SAFe but that’s delivery, not strategy. It’s development, not product management.

What product managers can learn from the folks who make the product actually work for customers.

Deciding to retire a product isn't easy, but it's often necessary to keep your portfolio healthy. Here’s a comprehensive guide to making the call—and doing it right.

There’s a new kind of “Shadow IT” forming—and this time, it’s invisible, tireless, and doesn’t wait for approvals.

Effective product management is about making good business decisions—faster and with better outcomes—despite ambiguity, competing priorities, and the occasional fire drill.

Learn the key differences between product management and project management. Discover why product managers are essential for long-term product success.

Customers Don’t Actually Know What They Want. One of the most important lessons in product management is this: customers don’t actually know their true problems—or the ideal solution. That’s your job. Your job is to discover the problem, not just write down what someone asked for.

Most launch retrospectives are either skipped or sanitized into team therapy. But if you’re working with a Product Quad—product manager, engineering lead, UX designer, and product marketing manager—you’re sitting on a goldmine of insight.

Product prioritization isn’t hard because people disagree—it’s hard because everyone’s right. The Product Quad—product manager, tech lead, UX designer, and product marketing manager—each brings a valid, but partial, view of the work.

Product teams often rely on an outdated checklist, a set of Jira tickets or user stories, a countdown to a ship date, and a long list of promotional deliverables. But that approach fails to deliver the expected results.

Elegance is too often treated as optional in product management—something nice to have if there’s time or budget. But for products that live in customers' daily lives, elegance isn’t a luxury. It’s part of the why that draws people in and keeps them loyal.

Tired of the TAM/SAM/SOM theater? Explore two practical, persona-first alternatives to market sizing that go beyond inflated top-down estimates.

A well-defined product vision is the cornerstone of successful product management. It’s what separates products that merely ship features from those that create meaningful impact. Yet, despite its importance, product vision is often misunderstood or overlooked, leaving teams without a clear sense of purpose or direction.

"If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be meetings."—Dave Barry

Many teams use a linear approach to planning that limits their ability to adapt to an ever-changing world. To drive success, advocate for iterative learning, small bets, and continuous refinement.