Systems Thinking

The Full Stack PM I have always believed in the idea of the full stack product manager. Not because one person should do everyone’s job, but because product work does not respect org charts. Products fail and succeed in the gaps between roles, and when those gaps exist, someone has to step in and own them. Many organizations like clear distinctions: technical PMs, product owners, delivery PMs, growth PMs. On paper, it looks clean. In practice, it often creates waste. Handoffs. Waiting. Endless alignment meetings. Everyone does their part, but nobody owns the outcome. ...

When Private Equity Optimizes the Wrong Thing Over the past years, a troubling pattern has become increasingly visible in Israeli tech. Companies founded and grown in Israel, often on the back of exceptional ingenuity, speed, and informal problem solving, are acquired by private equity firms and then gradually or abruptly stripped of their Israeli core. Functions are relocated, investment is reduced, leadership is replaced, and the original teams are slowly starved or shut down. ...

Early in my career, coming from industrial engineering, I learned a simple rule that has shaped the way I think about software development ever since. Software may look abstract, creative, fluid. But underneath, it behaves like a production system. The best articulation of this idea appears in The Goal by Eliyahu M. Goldratt, one of the most influential books I have ever read. In production, every system revolves around three outputs you can influence: ...

The Answer Is Still Cookies A few days ago, I saw a Cookie Monster quote that made me stop: “Me don’t know da question, but me know da answer is cookies.” It is funny. It is childish. And it is exactly how companies behave when they insist their problems are special. Every company believes it is fundamentally different. Different industry. Different technology. Different customers. Different speed. Therefore, their problems must be new, unprecedented, uniquely complex. ...