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Distributed product teams fail when they run a co-located operating model remotely. The calendar, the hallway conversation, the sprint - all break down.
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When a team is not pulling in the same direction, the instinct is to fix communication. Almost always, the real problem is what people are being rewarded for.
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Great teams do not happen because everyone is well-rounded. They happen when strengths are played like a stacked hand and balanced across the org.
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A product lead once spent two weeks deciding whether to change a CTA button from blue to green. Most decisions are reversible. Treat them that way.
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Fractional leadership and overemployment are not the same thing. The line matters more than ever in 2026, and crossing it will end careers.
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The best product and growth talent is not applying to your job posting. Here is how to find and close people who are not looking.
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