post

B2B product management

Artificial Intelligence (AI) & Machine Learning (ML)

Building Product Teams

Business Strategy

Data Driven Product Management

Digital Transformation

Diversity and Inclusion

Minimum Viable Product

OKRs

Prioritisation

Product Design

Product Research

Product Development Process

Product Ethics

Product Discovery

Product Leadership

Product Management Career

Product Strategy

Stakeholder Management

🌎 <a href="https://www.mindtheproduct.com/world-product-day/" style="color:#FFFFFF;text-decoration:underline;">Happy World Product Day!</a> Be sure to celebrate product, yourself, and your peers today! 🎉

Successful product management in companies where it’s least understood

Measuring critical user journeys – Javier Andrés Bargas-Avila (UX Director, Google)

A new way to look at applied experiments

Product survey findings: Only 15% of users are embracing AI features 

Building high-performing product teams: The PDLC approach

Footer About

Footer Contribute

Footer Get Involved

Footer Links

Mind the Product

Guest Post

Overcoming the 20% feature usage challenge

Product Management

Three product leaders to learn from at #mtpcon inside Pendomonium

With a career founded in writing, I pivoted to Product, enjoying the challenges offered by managing diverse products while bringing clarity of communication to my work. I&#39;m passionate about seeing how fast the space is evolving, and always interested to be part of the conversation, whether as a contributor, or writer.

Jon Horvath

<p>In this <span style="text-decoration: underline;"><a href="https://www.mindtheproduct.com/mtpcon/digital/apac/" target="_blank" rel="noopener noreferrer">#mtpcon Digital APAC</a></span> keynote, Genevieve Bell, Director of the <span style="text-decoration: underline;"><a href="https://3ainstitute.org/" target="_blank" rel="noopener noreferrer">3A Institute (3Ai)</a></span>, gives a whirlwind tour through the 75-year-old field of cybernetics, demonstrating how its transdisciplinary approach can be used to inform our product processes and systems.</p>
<p>Watch the talk in full or read on for the overview. Mind the Product members can also watch the recordings of all our #mtpcon Digital APAC talks <span style="text-decoration: underline;"><a href="https://www.mindtheproduct.com/mtpcon-digital-apac-videos/" target="_blank" rel="noopener noreferrer">here.</a></span></p>
<p>In the talk, Genevieve covers:</p>
<ul>
<li>A cybernetic approach considers people, technology, and the environment</li>
<li>Disrupt your product process by inviting productive discomfort, diverse voices, and allowing for questions to remain unanswered</li>
<li>Employ cybernetic foresight and build products that endure</li>
</ul>
<p>Genevieve begins by contextualising her position in the industry. &#8220;For me, whenever I talk about the future and about technical systems, I&#8217;m hugely aware that I&#8217;m doing that in a place where humans have been making the future and making technology for at least 80,000 years,&#8221; she says. In this way, she illustrates a central principle of cybernetics — ‘start with the human at the centre of all of your processes’.</p>
<h1>What is cybernetics?</h1>
<p>The term <span style="text-decoration: underline;"><a href="https://www.britannica.com/science/cybernetics" target="_blank" rel="noopener noreferrer">“cybernetics” was coined by Norbert Wiener,</a></span> a mathematician, philosopher and computer scientist, who drew inspiration from the Greek word &#8216;carbonates&#8217; — a word describing the person who steers a boat. The journey cybernetics was concerned with in 1946 (one pursued by “cyberneticians”) was humanity’s conquest into the digital age, as &#8220;governments, and universities, and companies were all competing to take advantage of recent innovations, all over the world.&#8221;</p>
<p>In cybernetics, Wiener created a &#8220;word that would reflect how humans might be in control of these technical systems as they unfolded&#8221;. Genevieve explains that he &#8220;believed that as the power of computing expanded, the world would become a whole new kind of feedback loop, not just a mechanical one, but a biomechanical one — one that would evoke computers and humans and the environment.&#8221;</p>
<h2>Adopting Cybernetics in the 21st century</h2>
<p>Genevieve describes how product people in the 21st century have two main roles:</p>
<ol>
<li>Storytelling</li>
<li>Disrupting what’s come before</li>
</ol>
<p>While cybernetics was, in many ways, occupied with the former, today’s industry goals have led us away from a cybernetic approach, prioritising ‘marketable gadgets’ instead of a deeper understanding of the world we live in. As a result, there’s a failure to engage in the ecological, cultural, and human landscape while delivering new technical products and services.</p>
<p>Cybernetics &#8220;could still provide us with a deep understanding of the world we live in&#8221;, Genevieve says. In turn, this will promote longer-lasting and fundamentally better systems.</p>
<h2>Learning from the past</h2>
<p>Genevieve describes how cybernetics discourse not only had a huge impact on the history of computing, but also computer graphic, gaming, art and design. &#8220;It shaped business and organisational development. It created poetry. It created ideas about the ecological, it created a whole series of really different kinds of people and points of view.&#8221;</p>
<p>While there is no dogmatic methodology, a cybernetic approach considers three things: people, technology, and the environment. Additionally, product people can adopt the following lessons from cybernetics:</p>
<h3>Engaging with multiple voices</h3>
<p>The myriad of voices which informed cybernetics study — mathematicians and philosophers and physicists and psychologists and anthropologists and historians and biologists — answered questions in many ways, benefiting from different perspectives. As product people, we should acknowledge there’s no one right answer, and willingly promote interpretation and reinterpretation of ideas.</p>
<h3>Facilitating productive discomfort</h3>
<p>Unsurprisingly, multiple voices of different experience levels and disciplines may lead to challenges and disagreements, but these conflicts are always of value. &#8220;When you organise product building sessions, finding [the disruptors] turns out to be as important as finding the experts.&#8221;</p>
<h3>Embracing unanswered questions</h3>
<p>The conversation around Cybernetics left many unanswered questions, iterations, theories and systems. But, as Genevieve explains, this was often beneficial. &#8220;The answer you have in five minutes isn&#8217;t always the one you have in an hour or two. The answer we first come to isn&#8217;t always the right one — it&#8217;s just the most obvious one.&#8221;</p>
<h3>Accommodating indirection</h3>
<p>A cybernetic approach improves perspective; it looks for &#8220;other ways, and other vantage points that may let us see the system more clearly than if we were standing in the middle demanding that that system account for itself to us.&#8221; What’s important is to look for and invite these views, recognising they may not always unfold in a linear manner.</p>
<h2>Looking to the future</h2>
<p>Cyberneticians understood that their study was not finite and would inspire future conversation as technology developed, for example, Artificial Intelligence was likely a response to the idea of cybernetics.</p>
<p>When looking at systems, (or specific features within systems), even from their inception, we can similarly consider how our ideas are always going to end up in someone else&#8217;s hands. With a cybernetic approach we should strive to create a world that makes this easier rather than harder and prioritise &#8220;the idea of humans in the loop and actually thinking about the environment.&#8221;</p>
<p>&#8220;That feels both really hopeful and really necessary for me,&#8221; Genevieve says. &#8220;Making room for a new kind of cybernetics, one for the 21st century, one that takes all the lessons from the past but also stops looking to the future [&#8230;] there is something extraordinary in imagining that if you can find the balance between the human, the ecological and the technical, you can make systems that endure.&#8221;</p>
<p>To discover more #mtpcon content, <a href="https://www.mindtheproduct.com/tag/mtpcon/" target="_blank" rel="noopener noreferrer">browse our library of #mtpcon keynotes </a>or use our <a href="https://www.mindtheproduct.com/content-a-z/" target="_blank" rel="noopener noreferrer">Content A-Z</a> to explore even more product management topics.</p>
<div class="g g-21"><div class="g-single a-170"><a class="gofollow" data-track="MTcwLDIxLDEsNjA=" href="https://www.pendo.io/pendomonium/"><img decoding="async" src="https://www.mindtheproduct.com/wp-content/uploads/2024/06/MTP-Footer_ad.png" /></a></div></div>

core/freeform

Product Management Conference

Product teams in flux – Pendomonium+#mtpcon roadshow: Berlin

AI in practice at Berlin’s leading companies – Pendomonium+#mtpcon roadshow: Berlin

AI in practice at Amsterdam’s leading companies – Pendomonium+#mtpcon roadshow: Amsterdam

Product teams in flux – Pendomonium+#mtpcon roadshow: London

AI in practice at London’s leading companies – Pendomonium+#mtpcon roadshow: London

What’s next for product management in 2024? Nichole Mace (SVP Product and User Experience, Pendo)

Navigating your product career – Ken Chin (CPO, Spark Networks)

Perspectives from an unconventional CPO – Yuelin Li (CPO, Onfido)

The future of product management – Trisha Price (CPO, Pendo)

The future of product management in 2024 and beyond (Brian Walsh, SVP Product, Pendo)

The new cybernetics: systems thinking for the 21st century by Genevieve Bell

Jon Horvath