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Where AI Actually Belongs in Product Strategy (Hint: not everywhere.) For the past two years, product leaders have been trapped in a strange executive séance where someone whispers “AI,” the lights flicker, budgets appear, and suddenly every roadmap has a machine-learning-shaped dent in it. Let’s get one thing straight: AI is not a strategy. It is a capability. And when leaders confuse the two, they ship bloated features nobody asked for, burn engineering cycles, and quietly

(Spoiler: It’s not just technical debt.) Feature bloat rarely arrives with a dramatic announcement. No one gathers the company and declares: “Attention everyone — today we begin the slow suffocation of our product.” Instead, it sneaks in politely. One enterprise request here. A competitive reaction there. A “quick win” for retention. A dashboard nobody removes because someone, somewhere might still use it. Individually? Reasonable decisions. Collectively? A product that feels

Let’s start with a slightly uncomfortable truth: Most roadmaps don’t fail because teams can’t execute. They fail because they were never strategic to begin with. Yes, engineering delays happen. Yes, priorities shift. Yes, the market throws the occasional chaos grenade. But the real issue tends to show up much earlier — quietly — during planning. Roadmaps often become performance theater: polished slides, color-coded quarters, confident narratives… …and almost zero connection