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The Product Experience

What high-confidence product managers do differently - Axel Sooriah (Atlassian)

38 min episode · 2 min read
·
Axel Sooriah

Episode

38 min

Read time

2 min

Topics

Productivity, Remote Work, Leadership

AI-Generated Summary

Key Takeaways

  • AI productivity paradox: Over 60% of product teams reclaim more than two hours daily using AI tools, yet half still lack time for strategic planning and roadmapping, indicating the recovered time gets consumed by additional execution work rather than high-value activities.
  • Engineering exclusion problem: In 80% of teams, engineers remain shut out of ideation and roadmapping phases, creating an assembly line approach rather than collaborative jazz band dynamics. Early engineering involvement prevents rework, increases creativity, and ensures strategic context for technical decisions.
  • Confidence through discovery: Product managers' doubt about product success correlates directly with insufficient time for customer and product discovery activities. Without evidence gathering, decision-making confidence erodes, creating a cycle where teams lack conviction in their work despite loving the craft itself.
  • Automated discovery workflow: AI enables complete automation of customer interview workflows—transcription, insight extraction, summarization, Slack sharing, and video clip creation—reducing post-interview work from two to three hours down to fifteen minutes, freeing time for strategic thinking and problem-solving activities.

What It Covers

Axel Sooriah from Atlassian shares findings from a survey of 1000+ product managers, revealing 84% doubt their products will succeed despite 90% loving their craft, plus insights on AI adoption and cross-functional collaboration challenges.

Key Questions Answered

  • AI productivity paradox: Over 60% of product teams reclaim more than two hours daily using AI tools, yet half still lack time for strategic planning and roadmapping, indicating the recovered time gets consumed by additional execution work rather than high-value activities.
  • Engineering exclusion problem: In 80% of teams, engineers remain shut out of ideation and roadmapping phases, creating an assembly line approach rather than collaborative jazz band dynamics. Early engineering involvement prevents rework, increases creativity, and ensures strategic context for technical decisions.
  • Confidence through discovery: Product managers' doubt about product success correlates directly with insufficient time for customer and product discovery activities. Without evidence gathering, decision-making confidence erodes, creating a cycle where teams lack conviction in their work despite loving the craft itself.
  • Automated discovery workflow: AI enables complete automation of customer interview workflows—transcription, insight extraction, summarization, Slack sharing, and video clip creation—reducing post-interview work from two to three hours down to fifteen minutes, freeing time for strategic thinking and problem-solving activities.

Notable Moment

A Barclays interview opened not with technical questions but with exploring money as an emotional force that shapes life trajectories, reframing mobile banking work from feature delivery to helping people progress through financial literacy and life decisions.

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Episode Transcript

What do you think about money? How money is such an emotional topic for so many people because it can make your life go in one direction and completely opposite direction. If you look at product managers around you, the general image is like a hamster wheel, really. Like, everybody's, like, running and trying to get something over the line. I think, ideally, you want less of an assembly line, more of a, like, jazz band where people are, like, flating harmoniously together. I'm Axel Surya. I'm a product management evangelist at Atlassian. I've been in product for about, well, thirteen years now. I used to run a product management consultancy in Europe, helping large European scale ups with, moving to the product model. Have you seen in the the product teams that you work with, like, this kind of fear of what's happening and also just joy of exploring new things? Only 12% of product teams find it rewarding. Axel, welcome to the Product Experience podcast. It's great to be talking to you. Thank you. Thanks for having me. No problem at all. And it's great to see you in person here at Industry, conference. We've had a fantastic couple of days, and, we're just rounding everything up now. But before we end the the the conference, we thought we'd grab you for a quick moment to to dive into some interesting stuff. But before we do, actually, if you could give us a quick sort of intro into who you are and what you're doing in product these days and your sort of product story. Yeah. Happy to do so, and thanks for having me. I'm Axel Suria. I'm a product management evangelist at Atlassian. We can talk about that in a minute. Evangelism. I've been in product for about twelve, thirteen years now. And, before joining Atlassian, I used to run a product management consultancy in Europe, helping large European scale ups with, moving to the product model, basically. And then before that, held a number of product roles across different industries in start ups, scale ups, also large enterprise. And, yeah, I've been at Atlassian for the last eighteen months in this, new role. Amazing. And and okay. So for for those people who haven't come across this role before, like, what does a product evangelist do? Great question. I'm still figuring it out, to be honest. So evangelism is really about helping people understand the value they can get out of either a craft or practices around a craft or and or a product. Right? So at a glance and concretely, what that means is so my title is actually product management evangelist, which is quite different to what you could, you know, call a product advocate because product advocates are focused on a specific solution or product that they're set that they're selling, and sometimes they're incentivized on. I'm really focused on the ways of working and practices in product management. And Right. Part …

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