I was reviewing a product roadmap the other day when something struck me as odd. The analytics section looked… different. Cleaner. More insightful. Then I realized – our junior PM hadn’t written it. Our new AI co-pilot had.
This got me thinking about how artificial intelligence is quietly reorganizing the furniture in product management offices everywhere. We’re not talking about AI replacing product managers – that’s too simplistic. We’re witnessing something more interesting: a fundamental redistribution of what we actually do all day.
Remember when we used to spend hours manually tagging user feedback? Or creating endless spreadsheets to prioritize features? Those tasks are increasingly handled by AI systems that can process thousands of data points while we’re still finishing our morning coffee. According to a recent McKinsey study, product managers now spend 40% less time on routine data analysis compared to just two years ago.
But here’s where it gets fascinating. The tasks AI is taking over aren’t random – they’re the predictable, repetitive ones that follow clear patterns. Market research, competitive analysis, basic user segmentation – these are becoming automated commodities. What’s left? The messy, human-centric work that requires judgment, empathy, and strategic thinking.
I’ve noticed this shift in my own team. Our senior PMs are spending more time on customer discovery calls, stakeholder alignment, and cross-functional leadership. They’re becoming what I call “product diplomats” – navigating the complex human terrain between engineering, design, marketing, and executive leadership. Meanwhile, our AI tools handle the grunt work of data crunching and pattern recognition.
This reminds me of the The Qgenius Golden Rules of Product Development principle about focusing on what matters most. AI is forcing us to confront which parts of our job actually create value versus which parts we’ve been doing just because… well, that’s how it’s always been done.
But let’s be honest – this transition isn’t always comfortable. Some PMs feel threatened, like their hard-earned analytical skills are being devalued. Others embrace the change, seeing AI as the ultimate assistant that frees them to focus on higher-impact work. The truth probably lies somewhere in between.
What’s emerging is a new division of labor. AI handles the “what” and “how many” questions – the quantitative analysis. Humans focus on the “why” and “what if” questions – the qualitative judgment calls. This isn’t about machines versus humans; it’s about finding the right partnership between artificial intelligence and human wisdom.
The real challenge? Making sure we’re developing the right skills for this new reality. If AI can write better user stories and analyze data faster, what unique value do we bring? I’d argue it’s our ability to understand context, navigate ambiguity, and make judgment calls when the data is incomplete or contradictory.
So is AI eating the product manager’s lunch? Not exactly. It’s more like AI is preparing the ingredients, leaving us to do the actual cooking – the creative work of combining those ingredients into something truly delicious. And honestly? I prefer cooking to chopping vegetables anyway.
What parts of your product management work have shifted because of AI? Are you spending more time on strategic thinking or finding yourself learning new skills to stay relevant? I’d love to hear how this evolution is playing out in your organization.