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2024

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My New Medium Article for the Analyst's corner

I wanted to conclude the Replacing Legacy series with something less practical and more philosophical. Here are my thoughts on why we are at this point of rapid and sometimes senseless replacement or modernization. And what does the future bring us in the face of AI?

I did some research for the AI part and felt a lack of knowledge to read scientific papers. Like one about the CARGO algorithm, I mentioned in the article. I really tried, but I cannot fully understand the details. That is a considerable gap to be addressed.

I recently bought a course about Product Management in AI, but I am unsure how technical it is. I still don't know how to embed that course into my schedule.

Here is the entire series at the moment:

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BArszawa Blog - January’24 Edition

In 2023, I became a part of the fantastic local community of business analysts, product owners, and product managers who recently relocated to Warsaw. I soon joined the OrgTeam, and we made about a dozen meetups and coffee talks last year. In 2024, we started expanding our media presence, so now we have a blog with the first post available!

Thoughts about "Building Products for the Enterprise: Product Management in Enterprise Software" by Blair Reeves and Benjamin Gaines

After a long break, I return to book reviews in the form of an internal dialog. That time it is one of the most valuable books I have read about Product management: "Building Products for the Enterprise: Product Management in Enterprise Software" by Blair Reeves and Benjamin Gaines.

Book cover

OK. I am glad you are finally talking about this book. It is an obvious question, but I must ask it. What this book is about?

The title is self-explanatory enough: the book is about being a Product Manager (PM) in a B2B Enterprise organization.

Sounds fair. What is so unique about working in the Enterprise compared to other PMs?

First, let's agree that Product management is a vast discipline. Every organization looks at it from a different angle. So, a PM's responsibilities and role definition might vary for similar products but from other businesses in the same market.

Enterprise PM differs from a startup PM in that the first needs to survive in a complex hierarchy, build relationships, and comply with an Enterprise's restrictions. Also, it depends on whether it is B2B, B2C, B2G, B2B2B, etc. That impacts a lot on how products are developed and sold.

I will paraphrase the book to not expand on this topic further. What makes PM in the Enterprise different:

  • business model: usually direct sales or subscription
  • specialization: very specialized products
  • the split between customers and users
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My New Medium Article for the Analyst's corner

That piece was quite difficult to write. I started it as a more personal story of overcoming burden of moving and adapting business logic from one system to another. I spent multiple days trying to shape and structure but every time that ended up as a whinning on the past experience with no particular clue.

So, I decided to follow the formal approach of listing some general difficulties and humble options how to resolve them. If they can be resolved at all.

Next time I will try not to overthink for 3 months in a row.