Agile is Broken & It’s the Product Manager’s Fault
summary
Claim: Agile implementations often run as waterfall in sprint clothing, with product managers translating dictated features rather than validating outcomes. Teams use story maps to slice big features (one flow revealed 56 user stories), run cohorts and A/B tests behind feature toggles, and prototype UIs rapidly with Cursor/Bolt/Replit to validate solutions. Expect around 60–70% of features to miss their intended metric unless roadmap strategy shifts to leading indicators (conversion, DAU, retention) and short iterative experiments.
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chapters (15)
- 0:00Introduction
- 1:06Agile manifesto misalignment
- 3:11Output vs outcome focus
- 5:19Product manager’s role
- 7:27Delivery vs discovery
- 9:57Why features fail
- 11:00Clear strategy needed
- 13:04Measuring beyond shipping
- 15:13Product outcomes defined
- 18:43Leading vs lagging metrics
- 21:54Rapid prototype tools demo
- 25:47Feature codec cards
- 28:58Iterating on features
- 30:45Key takeaways
- 31:27Q&A
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