{"id":23845,"date":"2026-09-09T16:08:53","date_gmt":"2026-09-09T16:08:53","guid":{"rendered":"https:\/\/scannn.com\/how-the-leading-ai-companies-do-product-part-1-ant-murphy\/"},"modified":"2026-09-09T16:08:53","modified_gmt":"2026-09-09T16:08:53","slug":"how-the-leading-ai-companies-do-product-part-1-ant-murphy","status":"publish","type":"post","link":"https:\/\/scannn.com\/lv\/how-the-leading-ai-companies-do-product-part-1-ant-murphy\/","title":{"rendered":"How The Leading AI Companies Do Product (Part 1) \u2014 Ant Murphy"},"content":{"rendered":"\n
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The two BIG shifts<\/h2>\n

Shift 1: Everyone is a manager now<\/h3>\n

There\u2019s a great management book called \u201cWho Not How\u201d<\/em> by Dan Sullivan.\u00a0<\/p>\n

The core concept is that as a manager you need to stop asking “How can I do this?” and start asking “Who?\u201d<\/em><\/p>\n

Great IC (individual contributors aka not managers) are great at answering \u201chow\u201d. They\u2019re whole job is about \u201chow can I solve this problem in the best way?\u201d But being a manager is a different beast. Your job is to create the environment to get the most out of the people solving those problems.\u00a0<\/p>\n

Hence your job is who<\/em> is best to solve this problem and how can I enable them to solve it.<\/p>\n

This is why sometimes your best people make poor managers.<\/p>\n

And working with AI is a bit like this too – although not 100%.<\/p>\n

But the shift is there. You need to shift away from asking “how do I do this?” to asking “how do I get AI to do this on my behalf?”<\/p>\n

Here\u2019s some real examples from my own business:<\/p>\n