PID #1: Is Product Dead or Evolving?
Can AI replace the human touch in creating impactful products?
Product is dead. AI is everywhere. Well, that sounds like game over.
If anyone can generate PRDs on the fly, create sprint tasks in seconds with simple prompts, design wireframes, and more—then why are Product Managers still needed?
I’m not the first to ask this, but I argue that the Product Management profession isn’t gone; it’s just evolving. (Let’s face it, AI is impacting every profession in some way.)
Let’s start at the beginning.
It all began when P&G (Procter & Gamble) shifted gears to become more brand-centric. This shift was championed by Neil H. McElroy (read more here), who wrote a famous memo advocating for each brand to operate like an independent, self-sustaining "startup." His vision included assigning dedicated teams focused solely on the initiatives of one brand while ensuring customer needs were met.
Interestingly, while this structure appears marketing-driven at its core, it laid the groundwork for what we now think of as modern Product Management. Back then, Product roles were more aligned with the “marketing side” of operations rather than the “development side”—closer in spirit to today’s brand marketing roles.
(There’s even a philosophical similarity here to Wix’s Guild Model, but that’s a story for another time!)
Even today, the boundaries between marketing and product departments can vary widely, particularly when it comes to Product-Market-Fit initiatives and "voice-of-customer" ownership. Are the problems customers face and the benefits the product should offer owned by the product team? Should marketing focus purely on go-to-market strategies through market trend analysis? And how should these teams collaborate? While these questions may seem rhetorical in theory, in practice, the answers differ by company, depending on their vertical, size, culture, and internal politics.
Over time, Product teams moved closer to software development and R&D teams. This shift was fueled by the widespread adoption of Agile methodologies, which made development processes more focused and efficient. Product Managers were increasingly required to articulate customer needs with greater clarity, prioritize functionalities, and make implementation decisions on a weekly basis.
For that, we must thank the Japanese auto industry for its efficiency breakthroughs, particularly the KanBan methodology, which became the go-to system for lean and efficient development delivery.
Even as Product teams worked more closely with developers, they initially focused primarily on writing Product Requirements Documents (PRDs). However, as Product Managers demonstrated their ability to influence outcomes rather than merely delivering outputs, they gained strategic prominence. Many earned a seat at management forums, reporting directly to CEOs and CTOs, and owning their own vision and product strategies.
As the role grew, Product Management spread across the tech landscape, with big tech companies championing the discipline. Books like The Lean Product Playbook by Dan Olsen and Inspired by Marty Cagan became “product bibles,” shaping the modern PM role. Despite this growth, Product Management remains an unaccredited profession. While some respected certifications exist, they’re not mandatory to enter the field. Much of the content that PMs rely on today is still relatively new, with Lenny Rachitsky’s Newsletter being one of the most influential in the community.
But enough history lessons. What does the future hold? Will PMs become redundant as AI adoption accelerates?
Claire Vo thinks so.
Claire Vo (read her perspective here) believes "Product Management is Dead." She argues that instead of investing weeks in crafting product strategies, PRDs, and wireframes, AI can generate them in minutes. Her advice? Product teams should embrace AI, becoming "AI-powered" to reap its benefits.
I actually agree—AI can speed up deliverables significantly. But as Claire points out, “don’t expect it to do 100% of the work.” She predicts that boundaries between product, engineering, and design teams will blur, leading to a rise in generalists. This future sounds both intimidating and exciting.
From my experience as the first PM at multiple startups, there’s already an expectation for first-hire PMs to act as generalists—a "Swiss Army knife" type of PM.
Still, Claire’s vision raises important questions:
How will company culture and internal politics adapt to this change?
Will regulations around AI usage, particularly regarding privacy, slow innovation?
Will the cost of heavy AI usage justify its adoption?
I foresee a future where AI almost entirely generates MVPs and prototypes. However, the oversight, direction, and fine-tuning of product vision will remain human-led. I doubt anyone wants to live in a world filled with purely AI-generated products—it sounds soulless and uninspired.
AI can undoubtedly enhance PM deliverables, but it risks perpetuating the stereotype of Product Managers as glorified Project Managers. Understanding customer needs and innovating beyond competitors—core PM responsibilities—require deep human involvement. We’re far from a world where PMs are on autopilot.
Just as marketing teams aren’t “dead” despite AI writing content, launching campaigns, and building websites in seconds, Product roles aren’t going anywhere either. Completing short-term tasks with AI won’t guarantee long-term success.
Methodologies evolve—Kanban, Agile, RICE, Hooked, and countless others. PMs are required to adapt, and the same goes for AI adoption. It’s too soon to declare the end of the Product Manager role. Yes, it’s changing, but so is every other tech role.
These are exciting times for us all.