What ChatGPT Got Right (and Wrong) About Product Strategy

When I first asked ChatGPT for help with a feature audit and launch plan, I wasn’t expecting brilliance. I also didn’t think it would feel like I was talking to an overly eager intern who had read every product book but never actually launched anything.

As someone who serves as both Product Manager and Operations Director at my own software development company, I figured it couldn’t hurt to see what this AI had to say.

To my surprise, it had some impressive ideas. And of course, a few that completely missed the mark.

What ChatGPT Got Right: Frameworks That Actually Helped

The first thing I asked was how to approach a feature audit for a product we were working on. ChatGPT responded with a clear and structured framework for evaluating features based on value, complexity, and alignment with user needs.

It was like having a junior strategy consultant who skipped the fluff and focused on practical steps. I received a matrix, the reasoning behind it, and the green light to begin prioritizing with confidence.

This simple structure saved me hours I would have spent outlining it myself.

What ChatGPT Got Wrong: It Lacked Human Intuition

Despite the clean logic, ChatGPT fell short in areas that matter just as much as data. Specifically:

• It couldn’t pick up on the emotional nuance of our user base

• It suggested features that, while reasonable in theory, didn’t match the tone or expectations of our market

• It didn’t understand the subtleties of user motivation or behavior

It reminded me that AI is still learning to read the room. As product managers, emotional insight is still something only we can bring to the table.

How I Used It: A Springboard, Not a Blueprint

I didn’t follow ChatGPT’s strategy word for word. Instead, I used it to get unstuck and to see my product from a fresh angle.

It was a helpful sounding board and pointed me in the right direction when my focus was split across multiple projects.

The biggest value wasn’t in the final recommendations. It was in helping me ask the right questions earlier.

My View: AI Is a Co-Pilot, Not the Pilot

To me, ChatGPT is best used as a co-pilot. It can offer suggestions, guide thinking, and provide clarity when you need it most.

But it should never be the one flying the plane.

Product strategy still requires user feedback, market awareness, and the ability to adapt quickly. You cannot outsource those responsibilities to a machine.

ChatGPT doesn’t know your users fear modals or hesitate at certain copy. Only you do.

A Few Fun Wins

Here are a few moments where ChatGPT genuinely made a difference:

• It helped map out go-to-market steps faster than I could have written them on my own

• It suggested perspectives I hadn’t considered, including improvements to onboarding flows

• It simplified dense strategy concepts and helped me stay focused when juggling other responsibilities

It felt like a strategist and coach rolled into one. “Here’s an option. You’re on the right path. Keep going.”

Final Thoughts

ChatGPT is not the future of product management. You are.

But it is a useful extension of your brain if you use it wisely. It can help speed up discovery and improve decision-making, but only if you remain thoughtful and in control.

To fellow product managers out there: use AI like you would use a highly logical assistant. Let it organize your thoughts and open new directions, but never stop checking in with your users.

That part is still all on you.