It feels like the conversation around AI in product management has moved past “Should we use it?” to “How is it fundamentally changing our jobs?” We’re seeing a new class of AI tools that are less like assistants and more like co-pilots. They aren’t just summarizing user feedback or transcribing meetings anymore; they’re drafting initial PRDs, analyzing market data for gaps, and even suggesting feature priorities based on sentiment analysis.\n\nThis shift is pushing us away from the tactical, time-consuming tasks and forcing us to double down on the uniquely human aspects of the role: strategic vision, stakeholder empathy, and creative problem-solving. When the ‘science’ of product management (the data crunching, the documentation) becomes increasingly automated, the ‘art’ becomes our key differentiator. The ability to ask the right questions, negotiate with leadership, and build a compelling narrative around a product vision is more critical than ever.\n\nBut this also raises a critical question about where we draw the line. At what point does offloading work to an AI dilute our own understanding and intuition about the user and the market?\n\nWhere are you seeing the biggest impact of AI in your day-to-day workflow, and how are you ensuring it remains a tool that enhances—rather than replaces—your core product sense?