If you’re part of a product team or work closely with one, you already know product work is more complex, more visible, and more critical than ever before. But what’s really happening inside today’s product teams? And how can we all do better, together?
We spoke with product managers, engineers, designers, and program managers across the U.S., France, and Germany to find out. Here’s what they said.
More influence, more pressure
Over the past decade, product development has evolved from a niche discipline to a strategic powerhouse. Today, product teams are expected to drive everything from vision and strategy to execution and cross-functional collaboration.
The good news? Most product professionals feel empowered and respected in their organizations. In fact, 85% say they have a seat at the strategic table, and 90% feel their work reflects what drew them to the field in the first place.
However, with that comes intense scrutiny. Product teams are under more pressure than ever to deliver profit, lead innovation, and build products that truly matter. The top change in the field is a shift toward “profit over everything”, yet only 12% find driving measurable business results rewarding. What’s worse, 84% of product teams worry their current products won’t succeed in the market.
What gives?
Despite their influence, product teams are facing hurdles that lower their confidence in the products they’re building. Nearly half of product teams don’t have enough time for strategic planning, roadmap development, or even data analysis. This leaves many teams “flying blind,” unable to connect their work to business outcomes or make informed decisions.
And while collaboration is cited as the most rewarding part of the job, it’s not always easy. 80% of teams don’t involve engineers early in the process, leading to missed opportunities and last-minute surprises.
And finally, only 60% of teams make experimentation a regular part of their process, and 40% do little or none at all. Without data-driven experimentation, teams risk making big bets with limited information.
The AI curveball
Another factor adding to the changing landscape of the role is the introduction of AI. AI is everywhere, and product teams are feeling both the benefits and the growing pains. Most teams use 1–3 AI tools daily, with moderate productivity gains (2 hours a day saved). The most common use cases? Automating routine tasks and product documentation.
But here’s the catch: AI isn’t yet helping with the complex, high-value work product teams crave, like prioritization, planning, and advanced analytics. Integration challenges, trust in AI outputs, and data security concerns are all holding teams back from realizing AI’s full potential. So, despite saving time on more tedious tasks, they still don’t have time for strategy and analysis, which impacts their ability to do their jobs effectively.
What sets successful product teams apart?
So, what can product teams do to thrive in this environment? For starters, they can take an active role in strategy and goal setting. Product teams that help define business priorities and KPIs are more likely to feel connected to outcomes and to find their work rewarding.
They can also build a culture of experimentation. Outcomes, and the goals that correspond to them, drive product work, but experimentation is how teams actually get there.
Finally, break down silos by involving engineers, designers, and other stakeholders early and often. Investing in systems that make it easy for teams to align give product teams and stakeholders a common language as they decide what to prioritize.
The world of product management is in flux. Teams are more empowered, but also more stretched. AI is changing the game, but the rules are still being written. The path forward? Embrace collaboration, focus on outcomes, and never stop experimenting.
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