George from 🕹prodmgmt.world Profile picture
Aug 2 11 tweets 2 min read Read on X
"Everyone can now vibe code features - CPO, customer success, data analysts."

PM's immediate reaction: "If everyone's building... what makes me irreplaceable?"

I watched this exact conversation unfold. The conclusion might surprise you: 🧵
The PM's fear is real:

• CPO has strategy vision AND can build
• CX has customer proximity AND can build
• Data analysts have insight depth AND can build
• Engineers have technical judgment AND can build

Where's the PM's unique value?
Standard advice: "Become an amplifier! Be the synthesizer! Orchestrate the chaos!"

But here's the brutal truth:

Engineers can orchestrate features.
AI can synthesize insights.
Anyone can "amplify" with the right tools.
So I asked: "What would have to be true for your fear to become reality?"

The PM started mapping it out:

If vibe coding + AI synthesis + basic project management = product success...

Then yeah, PMs become redundant.
The conditions for PM obsolescence:

✅ Building barriers removed (vibe coding)
✅ Information synthesis automated (AI)
✅ Customer feedback directly accessible (CX tools)
✅ Data insights democratized (analytics platforms)
✅ Strategic context transparent (company wikis)
When you map it out like this...

a) we're not there yet, but
b) the traditional PM skillset does start looking pretty replaceable.

"But I coordinate!" → Project managers do that
"But I prioritize!" → Anyone with frameworks can do that
"But I synthesize!" → AI does that faster
The PM realized something chilling:

"I'm becoming an account manager for features that other people build, prioritize, and improve."

That's not product management.
That's overpaid pencil-pushing.
Most "solutions" I hear are just delaying tactics:

"Build better relationships!"
"Get closer to customers!"
"Learn to code!"

But if your core value prop can be replicated...
You're just buying time until someone replicates it.
The real question isn't:
"How do I adapt to democratized building?"

It's:
"What is the one thing I do that nobody else can replicate - even with all these tools?"
Because here's what I realized:

Every other role has a core that's hard to replicate:
• Engineers: Complex system design
• Designers: Human-centered problem solving
• Data scientists: Statistical modeling

What's the PM equivalent?
I don't have the answer yet.

But I know it's not "coordination" or "synthesis" or "stakeholder management."

Those are table stakes now.

The question that keeps me up: What IS the irreplaceable PM superpower?

What do you think? 👇

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More from @nurijanian

Aug 4
PMs: 60-hour weeks ≠ impact.

I wasted 2 years on work that looked productive but stalled my career. Elite PMs do the opposite.

Avoid these 6 fake productivity traps. Took me 2 years to spot, you’ll get them in 2 mins. 🧵 Image
1/ Writing detailed PRDs that nobody reads

I spent weeks crafting 20-page documents with perfect formatting.

Reality: Engineers skipped to the acceptance criteria. Stakeholders never opened them.

What to do instead: Start with a 1-page problem statement. Add details only when someone asks specific questions.
2/ Attending status update meetings

I thought being in every meeting made me seem essential.

Reality: Most meetings are information theater. You're not contributing, just consuming.

What to do instead: Ask "Is this for decision-making or just updates?" If updates, request async summaries instead.
Read 12 tweets
Aug 4
William Zinsser, author of "On Writing Well," would roast 90% of product management writing.

Here's what he'd tell you: 🧵 Image
HARSH TRUTH #1: Your muddled writing reveals muddled thinking

❌ "We need to optimize our user acquisition funnel leveraging synergistic touchpoints"

✅ "We're losing 60% of users at signup. Here's why and how we'll fix it."

The first sounds smart. The second shows you actually understand the problem.
HARSH TRUTH #2: Your jargon is pushing people away

Zinsser calls jargon "the disease of American writing."

That "communication facilitation skills development intervention"?

Just call it "a workshop to help teams communicate better."

Your CEO will thank you. So will everyone else.
Read 12 tweets
Aug 3
I don't know if there's a way for product managers to not be obsolete, but we're going to try...

Claude Code can be your superpower (for a bit)
(not sponsored, but Anthropic hit me up)

Here are 10+ techniques that will change how you work with code/eng teams:
1/ Codebase Q&A is your new superpower

Stop asking engineers "where is the login feature implemented?"

Claude Code can:
• Identify where specific features live in the code
• Analyze Git history to understand how code evolved
• Summarize team contributions and recent shipments
• Pull context from GitHub issues and PRs

You get answers in minutes, not meeting requests.
2/ Use it as your planning thought partner

Before writing any requirements, tell Claude Code: "brainstorm ideas and outline a plan for implementing [feature]."

This validates your approach before engineering even sees it.

Pro tip: Ask for multiple options. Engineers appreciate when PMs come with thoughtful alternatives, not just demands.
Read 13 tweets
Jul 30
You've got this brilliant feature idea.

You've done the research, talked to users, even built a prototype.

But when you pitch it to the team, you get:

- "We don't have time"
- "What about technical debt?"
- "How does this fit our roadmap?"

Here's what I learned after 50+ feature pitches that failed:
The biggest mistake I see PMs make:

They think "buy-in" means convincing people their idea is good.

Wrong.

You're not selling a feature. You're selling a story.

And the story isn't about your solution, it's about a problem everyone already agrees exists.
Think of it like chess.

You can't just move your queen and expect to win.

Every move affects the entire board. Every stakeholder has their own pieces to protect.

Engineering wants to maintain code quality.
Design wants UX consistency.
Business wants predictable delivery.

Your job: Show how your move helps everyone win.
Read 13 tweets
Jul 29
Your technical skills got you the PM role.

But your stakeholder skills will make or break you.

I lost multiple battles as a PM by being "right" but ineffective.

Here's what I’d do differently now:
1/ First, understand why smart people push back against good data:

• They have context you don't
• They're optimizing for different goals
• They see risks you haven't considered
• They have pressure from their stakeholders
• Past experiences are coloring their judgment
2/ The immediate urge is to:

- Gather more data
- Build stronger arguments
- Rally support

Stop.

Your goal isn't to win the argument.
It's to make the best decision for the product AND maintain relationships.
Read 15 tweets
Jul 29
Your engineering background is a superpower for writing PRDs.

But only if you know how to translate technical depth into business impact.

After reviewing probably about ~ 100 technical PRDs last year, here's what separates great ones from the rest 🧠 Image
1/ First, a hard truth:

Your technical expertise can actually work against you when writing PRDs for non-technical stakeholders.

The more you know, the harder it becomes to explain simply.

This is why senior engineers often struggle more than juniors when becoming PMs.
2/ The root cause isn't your technical knowledge.

It's approaching PRDs like technical specifications.

Engineering docs optimize for completeness.
Business docs optimize for decisions.

Different tools for different jobs.
Read 22 tweets

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