I run an independent, ICO-registered study of how AI is changing work in product teams, told by the people doing it. Before this, I built and led product design teams at Mimecast, Yell and the BBC.
I've spent twenty-five years building product and design teams, at agencies, at scale-ups, at organisations going through significant change. The consistent thing I noticed is that the teams that handle change well are never the ones who figured it out alone. They are the ones who found others going through the same thing, compared notes, and stopped feeling like the uncertainty was a personal failing.
When AI started disrupting product work, not as a concept, but as something that changed how teams operated, I noticed the same pattern. People were privately confused, publicly confident, and largely isolated in both. Nobody was having the honest conversation.
That is why the study exists. The thinking behind it is the Care Capital framework: the idea that the human conditions for good collective judgement are the missing variable in how organisations adopt AI.
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