Itamar Gilad is a veteran product manager, coach and speaker with over 20 years' experience at Google, Microsoft and other companies. He helps companies build high impact products through a comination of unique tools delivered in product management workshops, keynotes and consulting.| Itamar Gilad
While gen-ai is touted as a productivity tool, its true potential lies in transforming the way we work and driving positive outcomes.| Itamar Gilad
This 8-part product operating model explains what's different about modern tech-powered companies and why they are so much more successful.| Itamar Gilad
Should you prioritize by user problems or by the impact ease and confidence of ideas? Here are the pros and cons of both.| Itamar Gilad
In this article I go overpopular prioritization techniques and explains the the pros and cons of each.| Itamar Gilad
In this article I’ll explain how to use ICE (and how not to), and address common pitfalls and misconceptions.| Itamar Gilad
Big-bet projects can deplete companies of resources, innovation, trust, and good people. Here's how to attack them with a lean/agile approach.| Itamar Gilad
Thinking forward 2-3 years will create an incremental vision. Here's why having a transformational vision is far more important.| Itamar Gilad
The 3 core challenges that every product company must tackle: Uncertainty, Misalignment, and Culture, and what you can do about them.| Itamar Gilad
How to avoid the traps of false-predictability and create uncertainty-ready strategy, roadmaps, projects and features.| Itamar Gilad
Itamar Gilad Product Idea Confidence Meter Use this tool to calculate your level of confidence in a product idea (how sure are we that it will deliver the expected impact). Input the type of evidence you have the tool will return a number in the range of 0-10. This will sign you up to my […]| Itamar Gilad
OKR is hard. Here are common (and tough) questions you may run into when using OKR, with answers.| Itamar Gilad
Very few companies are truly data-driven. Here are four levels of proficiency that will up your data game.| Itamar Gilad
Decisions don’t have to be hard and rife with politics and debate. Here are some powerful techniques to help you decide faster and better| Itamar Gilad
Slow, bad decisions are not a universal problem. Some organizations are able to make good decisions fast and at scale. The difference has a lot to do with culture.| Itamar Gilad
Most product ideas deliver no benefits. In this article I show a real-world prioritization example using ICE and the Confidence Meter| Itamar Gilad
Why solely focusing on solving user problems is limiting you, and annoying your colleagues, managers, and customers.| Itamar Gilad
How to manage the goal lifecycle and steer towards business and user outcomes rather than “place bets” on unproven ideas.| Itamar Gilad
While generative AI brings massive promises to product development, it can also cause a regression in product culture and ability to think.| Itamar Gilad
An awful lot of effort is going these days into boosting product teams’ productivity: getting them to burn those story points faster, deliver the planned scope in every sprint and cycle, and generally ship more stuff, faster. The term “development velocity” is often thrown around by executives, but what they’re actually aiming for is upping […]| Itamar Gilad
Who should decide which products and features to launch? The answer is neither managers, nor business stakeholder, nor PMs.| Itamar Gilad
Using outcomes for yearly planning, resource allocation, and progress measurement requires a new type of roadmap| Itamar Gilad
ChatGPT and other AI tools are a double-edged sword. Deceptively low-effort, they can produce more artifacts, but less thinking.| Itamar Gilad
