Product Managementin the Agentic Era · Asaf Saar
The book, as it evolves

What’s new

New lessons belong beside the ideas they change. Follow the revisions, revisit a chapter, or read a dated edition as it was released.

Clear ownership across teams

Area leadership, initiative drivers, complete handoffs, and capacity agreements across product and engineering.

Leading an area and driving an initiative

Clarifies product responsibilities, routine decision authority, work across engineering teams, and joint escalation of capacity conflicts.

Handoffs and commitments

Explains what the next owner needs at a handoff and why a bet register entry alone does not commit delivery capacity.

A more personal opening

The career and technology journey behind the book, from 8-bit computers to the agentic era.

The experience behind the book

A personal preface and expanded career reflection connect thirty years across engineering and product with the home PC, internet, mobile, SaaS, cloud, and agentic transitions.

Closer to the work

A more direct voice, practical employee-agent examples, and clearer connections across the book.

An employee agent in daily work

Customer-meeting preparation, scoped source queries, separate delivery permissions, and persistent audit records now ground the chapter. The governance figure follows that same task.

Clearer instructions and firsthand stories

The voice revision begins with the instructional middles, makes the Dofek account direct, and removes repeated qualifications.

A clearer route through the book

ADLC gets an explicit definition, Fluent is introduced at first mention, and the career chapter becomes Choosing Product Management.

Read this edition

One loop, four parts

The book takes its current shape: Intent, Build, Evidence, Decision.

A tighter, 22-chapter edition

ADLC moves earlier, the career routes come together, and the cover loop becomes the organizing structure.

Governance throughout the work

Updated diagrams connect the product outcome loop, ADLC responsibilities, and delivery stages. The two-clock account distinguishes team delivery from market communication.

Read this edition