Improving Retrospectives

Traditional retrospectives often fail to drive meaningful change due to three key limitations: teams lack the authority to implement identified improvements, they struggle to determine which changes will actually add value, and the bi-weekly cadence means problems persist longer than necessary.

If we empower teams to control their own processes, this solves the authority and frequency problems (they can meet as frequently as they like). But how should teams decide what changes to make?

Like product development, not every change brings value. This is where we need a Process Vision, like a Product Vision, to guide iterative improvements. And then we need metrics that we can use to track whether the improvements are actually working.

I go into detail on these (including listing some useful metrics) in my article below.

This Week’s Updates

Enabling the Team

Continuous Process Improvement: Beyond Traditional Retrospectives by Rory Madden
Effective continuous process improvement requires more than just identifying problems - it demands the authority to make changes, the ability to ensure those changes are effective, and the ability to address issues when they arise.

Dependencies Aren't Your Problem by John Cutler
Dependencies often reflect deeper structural issues rather than coordination failures. Focusing on incentives, team boundaries, and system design is more effective than chasing dependency checklists.

Product Direction

Are Roles And Responsibilities A Thing Of The Past? by Andrew Hogan & Matt Walker
Design, product, and engineering roles are converging as AI reshapes workflows and responsibilities. The report highlights how hybrid skill sets, systems thinking, and cross-functional collaboration are defining the next phase of digital product work.

On Working With Wizards by Ethan Mollick
As AI tools become creative collaborators, teams must learn to manage “wizards” that amplify human capability. Success depends on blending curiosity, experimentation, and clear thinking to guide these systems toward useful outcomes.

Continuous Research

Where AI Belongs In UX Research And Where It Doesn’t by Juhee Dubey
AI can accelerate analysis and synthesis, but it can’t replace empathy or contextual understanding. Knowing when to automate and when to stay human ensures research remains rigorous, relevant, and deeply user-centred.

Digital Twins: Simulating Humans With Generative AI by Raluca Budiu
Digital twins use real-time data to simulate and improve physical systems, from factories to cities. For designers, they open opportunities to prototype at scale, anticipate user needs, and enhance complex interactions safely.

Continuous Design

The Hidden Cost Of Poor Navigation: How Information Architecture Directly Impacts Business Metrics by Henry Adepegba
Weak information architecture doesn’t just frustrate users, it quietly erodes key business metrics like conversion, retention, and satisfaction. Investing in clear navigation and structure drives measurable improvements in both UX and performance.

Has Efficiency Killed Beauty? A Designer’s Search For Meaning by Maxim Shevchenko-Tymchuk
Modern design’s obsession with efficiency and systems has eroded its emotional core. Reconnecting with aesthetics means valuing beauty, emotion, and sensory experience as essential parts of meaningful product design.

Continuous Development

Vibe Coding And The Illusion Of Progress by Bandan Singh
Relying on instinct and momentum in engineering can feel productive but often leads to fragile systems. Balancing creative flow with structured validation helps teams build software that’s fast to ship and resilient to change.

Leading Your Engineers Towards An AI-assisted Future by Pete Hodgson
Guiding engineers into an AI-assisted era requires leadership that balances excitement with realism. Success depends on helping teams adopt tools thoughtfully, evolve workflows, and focus on using AI to amplify (not replace) human expertise.

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The First Voices of UXDX 2026 Are Here

Real leaders. Real challenges. Real change.

Last week, we shared a few “scary truths” about the future of product, design, UX, and engineering on LinkedIn. Now, the names behind them are out!

Marcus Knight (Head of UX, N26) challenged assumptions about AI and speed in design. Priya Sinha (Head of Product Engineering, Vodafone) revealed how automation shapes invisible customer experiences. And Morten Keldebæk (CTO, Too Good To Go) showed how frugal engineering can drive both sustainability and efficiency.

These are just the first voices shaping UXDX 2026. Expect more insights, more debate, and more reasons to rethink how we build. Get your ticket for UXDX 2026 now to meet and join the conversations that shape the industry! (Use the discounts below to get a good deal)

FREE COMMUNITY EVENTS 

Check out more upcoming community events 

Video Of The Week
Bridging the Gap: How Product, UX, and Dev
Can Build AI-Native Products Together

What does it really mean to become an AI-first company? In this conversation from UXDX USA 2025, Jacobus Kok (VP of Product, Priceline) and Carsten Wierwille (Global VP of Product & Design, HTEC) dive into how AI is transforming the way product, design, and development teams work together.

They share how to bridge the gap between machine learning’s data-driven approach and the user-centred mindset of UX and product teams. They also discussed that alignment, experimentation, and shared language are key to building truly AI-native products. If you’re exploring how to integrate AI into your product process, this session offers practical strategies to move faster, stay human, and build smarter. Check it out below:

The Results of Last Week’s Poll

The question: Are you happy with your current approaches to upskilling people in your company?

Last week’s poll asked whether people are satisfied with their company’s current approach to upskilling, and the results paint a familiar picture of uneven progress. Just over a quarter (26%) say they have great support, while nearly half (44%) report mixed results. Meanwhile, 19% say their organisation’s efforts are improving but not yet strong, and 11% say there’s little to no support at all.

It’s a reminder that while most leaders recognise the importance of continuous learning, few have embedded it as part of their company’s operating rhythm. Upskilling often becomes a reactive initiative rather than a strategic advantage. The best teams don’t just offer training; they create learning loops through shadowing, shared problem-solving, and experimentation.

As AI and automation reshape roles faster than most companies can adapt, the ability to learn (not just the skills themselves) is becoming the ultimate differentiator.