Most UK enterprises want the outcomes of product-led growth - lower CAC, faster scaling, stronger retention - but very few want the operating-model surgery required to achieve it. PLG isn’t a tactic or a funnel. It’s a multi-stage organisational journey that demands new teams, new governance, modern architecture and genuine autonomy. Here’s how to do it properly.

People often reach for metaphors when faced with uncertainty. It is a world-old instinct: to make sense of the unknown we compare it to what we already understand. Lately, my entire feed seems to be holding onto one such metaphor - the idea that AI is a bubble about to burst. Maybe. I should say I respect the provenance of the “bubble” metaphor - it comes from decades of market cycles and hard-earned lessons about hype

For years small companies have been fast and nimble whilst larger firms are slow to adopt new approaches, but an uncomfortable truth about AI adoption is that large enterprises have the resources and dedicated teams to drive rapid transformation. The scale of benefit they can achieve is huge and has therefore made it a real focus for them. Smaller firms, by contrast, often struggle to give AI innovation the sustained focus and bandwidth it will need if they want to stay ahead