A good discovery is like good therapy: it fundamentally changes our understanding of a problem. It can be uncomfortable and challenging for teams and stakeholders, and often reveals the unexpected. And importantly, it’s not simply a precursor to the ‘real work’ of delivery; it sets the strategy and tone for everything that follows.

Why invest time in deeply understanding a problem before trying to solve it? Because without that understanding – the kind that comes from a real discovery phase – you risk making things worse.

As a product manager do you have all the answers, or are you a curious, strategic guide for your team?

Standard frameworks and tools are little help when it comes to getting non-digital stakeholders to support your work. Stop preaching Agile and start modelling it by listening, observing and adapting.

Working in the open is hard and exposing when you’re doing it purposefully. But as a product manager in a new team it’s a great way to build trust and credibility — and confidence.