What a Product Leader Needs to Know About People Before Implementing Changes [ukr]

Not everyone supports the new strategy. The AI initiative is being sabotaged. The architect is asking for two more quarters. Marketing wants to launch as early as next week.

Sound familiar?

The problem is that we often expect other people to follow the same logic we do.

But in the product business, different “species” work side by side:
those who champion people;
those who champion experiments;
those who champion stability;
those who champion results.

And until we learn to see these differences, any strategy risks remaining nothing more than a pretty slide.

Using examples from product teams and AI transformations, we’ll explore how the framework of competing values works and how to use it for influence, negotiation, and change management.

📌 Key takeaways:
Every stakeholder defends a value that is rational for them.
“Everyone is right—but only partially.”
How to read motives behind words and objections.
Why the strongest products know how to switch between languages of influence.
How to reduce resistance to change without pressure.
How to build support around product decisions.