Four calendar days, one person, one full redesign
A full site redesign in four calendar days, from design system to admin stack. The real question is what product teams should do with the time AI gives back.
Klarna's AI U-turn isn't a failure story
Klarna reported faster support and stable satisfaction, while its CEO later admitted that cost focus reduced quality. Product leaders need to read both.
The permission tax: when growing teams ship less, not more
It took a month to build and three to four months to get permission. Team growth can slow delivery when every decision needs another approval.
Multi-market apps: the central vs. local paradox
How to run a multi-market app with one shared codebase, local deployments, clear decision rights, and room for real market differences.
AI made building easy. Knowing what to build just got expensive.
AI can make execution cheaper, but it also exposes weak decisions faster. The valuable skill is defining work clearly enough to test whether it matters.
The app consolidation playbook
Large app portfolios grow through local decisions, acquisitions, and separate teams. Consolidation works when one owner can remove duplication while keeping the local differences customers need.
AI isn't coming for your team. It's coming for their busywork.
AI's immediate value is removing repetitive work from experienced people. Leaders should start with one workflow, not a headcount target.
Build the API layer before replacing the billing system.
Do not make digital delivery wait for a full OSS/BSS transformation. Put a stable API contract between new demand and the legacy systems already running.
The laundry list trap: why much of your roadmap doesn't matter
We analyzed engagement across an entire app feature set. Over 40% of the candidate scope generated less than 2% of measured engagement. I use that evidence to decide what deserves a place on the roadmap.
Your telco app should be more than a service channel.
I watched European telco apps move from self-service into sales and retention. These three phases explain what changed and where the programs became stuck.
Stop trying to digitalize everything
Do not delay a clean common journey while reproducing every legacy exception. Start with measured demand, keep a human handoff, and add the next case only when it earns its place.
Your digital team needs to act like a startup
A digital team does not become startup-like through a new workspace or delivery process. It needs clear authority to decide, say no, and change course when evidence changes.
Why renaming IT to product didn't fix anything
Renaming an IT team to Product changes nothing if the same people still decide what gets built. Follow the decisions, measures, funding, and incentives instead of the org chart.