🎙️ Pod Shots - Bitesized Podcast Summaries

In product management, we often default to familiar strategies: create a plan, execute, iterate. But what if we turned that approach upside down? What if, instead of trying to build things from the ground up, we cultivated them—like a gardener? And what if, instead of managing teams in rigid structures, we thought of them as slime mold—adaptive, self-organising, and constantly growing?

This recent Lenny’s Pod is another banger. Alex Komoroske reels off great analogy one after the other including his concepts of gardening vs. building, slime mould-inspired team organisation, and using the “adjacent possible” to drive innovation. If you’re a founder or product manager looking for fresh approaches, this one’s for you.

⚒️ Thinking like a Gardener, Organising Teams like Slime Mould, and Other Unconventional Product Advice

🎥Watch the full episode here

📆 Published: October 3rd, 2024

🕒 Estimated Reading Time: 3 mins. Time saved: 80 mins🔥

🌱 Think Like a Gardener, Not a Builder

Most of us are familiar with the builder mindset: you make a plan, execute it, and adjust as needed. It’s effective, but Komoroske argues it can also limit the potential for something truly innovative. The gardener mindset, by contrast, allows you to plant seeds, nurture growth, and let ideas evolve naturally over time.

He frames this as “farming for miracles.” The idea is that instead of trying to force a specific outcome, you allow multiple possibilities to grow and see what flourishes. This way, you're not locked into a rigid structure, but are able to nurture projects that may surprise you with their growth.

🔑 Key Takeaways

• Don’t try to control every aspect of product development. Instead, cultivate ideas and let them grow organically.

• Embrace uncertainty. A gardener doesn’t always know which seeds will sprout, but tends to them all.

• Focus on compounding growth. Look for projects that, if successful, will grow exponentially.

🧠 Organize Your Teams Like Slime Mould

Komoroske draws an another unusual comparison between team organisation and slime mould—a single-cell organism that can solve complex problems without centralised control. In many organisations, leadership tries to act like a “builder,” forcing teams into hierarchical structures. But as organisations grow, this structure can become cumbersome and stifling.

In contrast, slime mould operates more fluidly, adapting to changes in its environment and collaborating in an emergent, decentralised manner. Komoroske suggests that product teams should embrace this adaptability, allowing for decentralised decision-making and flexibility.

This is especially effective in fast-growing tech environments where creativity and autonomy can drive innovation far more effectively than rigid top-down management.

🔑 Key Takeaways

• Allow for decentralised decision-making within your teams. Empower individuals to take ownership of their work.

• Focus on adaptability rather than rigid processes. Encourage teams to be flexible and respond to changes quickly.

• Build trust across the organisation. Like slime mould, teams work best when they can rely on shared goals without needing constant oversight.

🚪 The Adjacent Possible: Unlocking Innovation through Constraints

Often, when founders and product managers think of innovation, they imagine big, bold leaps—creating something completely novel from scratch. Whilst that can yield good results, real innovation frequently happens at the edges of what’s possible, in adjacent spaces.

Komoroske’s concept of the adjacent possible is about exploring the next logical step that builds on existing technology, resources, or constraints. Instead of trying to leap too far ahead, it’s about making incremental progress that compounds over time, creating an environment for unexpected breakthroughs.

The beauty of the adjacent possible is that it reduces risk while maintaining the potential for major rewards. Each small step opens new doors, allowing you to pivot and explore new possibilities without betting the farm on any one idea.

🔑 Key Takeaways for Founders & Product Managers:

• Don’t always try to innovate in one giant leap. Instead, explore adjacent areas where small changes can unlock big potential.

• Use constraints as a guide. They’re not limitations—they’re opportunities to focus and innovate within a manageable scope.

• Think long-term but act incrementally. Small, strategic moves compound over time.

🎯 Other Unconventional Product Advice

Beyond the big metaphors of gardening, slime mould, and the adjacent possible, Komoroske also offers practical advice for founders and product managers navigating today’s tech landscape:

• Taste Matters: In a world where AI can churn out generic products, having a distinct perspective or taste can set your product apart. Develop your own sense of what is compelling and lean into that. It’s not just about execution; it’s about standing out in a sea of sameness.

• Foster Emergence: Instead of trying to control every outcome, create the conditions for emergent behaviour. This means allowing your teams the freedom to experiment, fail, and iterate without micromanagement.

• Strategic Playfulness: Don’t shy away from playful, seemingly non-serious approaches. Sometimes, the best ideas come from spaces where you’re not taking things too seriously. Create environments (like Komoroske’s “strategy salons”) where people can engage in low-stakes, high-reward brainstorming.

🔑 Key Takeaways

• Cultivate your team’s “taste” to ensure your product stands out in the market.

• Encourage experimentation and be open to ideas that may seem unconventional at first.

• Use playful environments to brainstorm and test ideas without fear of failure.

🔮 Embracing the Magic of the Unknown

In today’s tech world, we’re conditioned to chase efficiency, scalability, and measurable results. But as Komoroske’s advice highlights, sometimes the most transformative ideas don’t fit neatly into a spreadsheet. The gardener’s mindset, the flexibility of slime mould, and the adjacent possible all point to a deeper truth: great products often come from embracing uncertainty, exploring the edges of what’s possible, and trusting that the right seeds will take root.

As a founder or product manager, your job isn’t just to build—it’s to nurture, adapt, and create environments where innovation can thrive in unexpected ways. So, plant those seeds, organise your teams like slime mould, and explore the adjacent possible. Who knows what might bloom?

Want to know more quickly? Just ask the episode below [web only]👇️🤯
or if you prefer, 🎥Watch the full episode here

📅Timestamps:

• [00:01:32] Gardening mindset vs. builder mindset.

• [00:03:20] Self-reflection through note-taking.

• [00:08:05] Deep thinking requires intentional space.

• [00:10:32] AI's impact on product development.

• [00:15:02] Curiosity and play in AI.

• [00:17:09] The importance of individual taste.

• [00:19:18] AI's individual impact on work.

• [00:23:25] Organizational kayfabe in organizations.

• [00:25:53] Organizational communication challenges.

• [00:30:16] Acknowledging organizational dysfunctions.

• [00:32:02] Building versus gardening mindset.

• [00:35:03] Designing for emergence vs. control.

• [00:36:46] Team empowerment and growth.

• [00:39:21] Treating Everyone Like the Buddha.

• [00:44:53] Slime molds in organizations.

• [00:46:27] Ideas resonating with diverse audiences.

• [00:50:10] Collaborative debate environment.

• [00:52:21] Community building strategies.

• [00:56:16] Productivity through self-awareness.

• [00:59:11] Community engagement dynamics.

• [01:01:53] Energy and pride in actions.

• [01:03:52] Hallmark card fallacy insights.

• [01:08:04] The adjacent possible concept.

• [01:10:13] North Star for product development.

• [01:14:09] Happiness is reality minus expectations.

• [01:17:24] Impact of The Green Knight.

• [01:19:43] Happiness and reality expectations.

• [01:22:19] Disruptive technology and creativity.