Product management has always had its own internal vocabulary. Terms like “outcomes,” “alignment,” “discovery,” or “data-driven decisions” appear everywhere – in meetings, documentation, leadership updates, and especially on LinkedIn.
But as these expressions become increasingly common, they also risk becoming increasingly vague. Many PMs use jargon as shorthand, assuming shared meaning across teams, functions, and stakeholders. In reality, these terms often mean different things to different people.
The result is a communication gap. What was once intended to provide clarity instead creates ambiguity, slows decision-making, and can even erode trust. When language turns into catchphrases, it stops informing and starts obscuring.
The “Honest product management glossary” shared by our Head of Product and co-founder, Malte Scholz highlights this perfectly. The message behind his humor is simple: Product managers rely heavily on terminology that isn’t always clearly understood, even within product teams.
So have we reached a point where jargon and buzzwords do more harm than good? And how can PMs bring meaning back into the language they use every day?
Unpacking product management jargon
Product organizations often default to the same set of expressions. Below are several common terms from the glossary, what they are supposed to mean, and how they are frequently misinterpreted in practice.
Outcomes not outputs
“What you say before building another feature anyway.”
This expression can sometimes be interpreted as treating “outcomes” as a slogan rather than defining what success actually looks like. In reality, it is intended to signal a shift away from counting features and towards understanding the real value delivered to customers or the business.
Feature factory
“Every company except yours.”
This phrase can come across as a dismissive label, suggesting that a team is simply shipping features without reflection. Its intended meaning is more constructive: it warns teams against prioritizing delivery speed over solving validated customer problems and encourages a more thoughtful, value-led approach.
Stakeholder alignment
“40% say this is their biggest challenge (the other 60% are lying).”
Often, "alignment" is interpreted as obtaining agreement or sign-off. In practice, its intended meaning is about achieving shared understanding; ensuring all stakeholders grasp the context, rationale, and trade-offs behind decisions, even if opinions differ.
Discovery
“What every PM claims they're doing, but nobody has time for.”
Some teams treat discovery as an occasional exercise or a stage they would like to spend more time on, but rarely do. Its intended meaning is far more continuous: a disciplined approach to validating ideas, exploring customer needs, and reducing risk before committing resources.
Data-driven decisions
“That dashboard you built to justify what the CEO already decided.”
This expression can be misinterpreted as selectively using data to support a predetermined direction. The true meaning is more rigorous: decisions should be informed by a blend of quantitative and qualitative evidence, enabling more objective prioritization and reducing reliance on assumptions.
Now-next-later
“Now (overdue), Next (also overdue), Later (abandoned).”
Interpreted cynically, this framework can seem like an imprecise or unreliable way to communicate plans. Its intended purpose is to offer a clear, flexible, high-level representation of priorities, a product management tool that works well when it’s kept current and connected to the underlying rationale.
These examples show a pattern: The issue isn’t the terms themselves, but their inconsistent or superficial usage. Without clear definitions, PM vocabulary becomes a barrier to understanding instead of guidance.
Why do product managers rely on jargon?
Even with the pitfalls, jargon and buzzwords remain common for several reasons.
1. Peer influence
Language spreads quickly within product circles. When you hear these terms repeatedly, in Slack channels, team meetings, conferences, or online communities, they become default phrasing. The repetition lends the words an authoritative feel, even if the meaning is unclear.
2. Impression management
Some PMs use jargon to sound strategic or credible, consciously or not. In a role that often requires influencing stakeholders, language can become a tool for shaping perception. The risk is that using these phrases without full knowledge of their meaning can only mask a lack of understanding for so long.
3. Communication shortcuts
Jargon largely emerges because it is efficient. Terms like “alignment" or “discovery” point to complex concepts and save time in fast-moving conversations. But shortcuts only work when everyone understands the same underlying idea, which isn’t always the case.
4. Culture and leadership
Teams often mirror leadership language. If executives use certain terms frequently, they become baked into the organization’s communication style. This can be positive, but it can also create shared assumptions that aren’t regularly revisited.
5. Social media influence
Platforms like LinkedIn reward polished, high-level statements. The growing PM community online reinforces the use of broad, strategic-sounding language, and this inevitably influences how PMs communicate in their day-to-day roles.
How to break unhelpful communication patterns
Jargon isn’t inherently bad. The problem arises when they are used in place of clear communication. Product managers can take practical steps to ensure their language remains meaningful.
1. Define terms explicitly
Before using phrases like “alignment,” “discovery,” or “outcome,” clarify what they mean in context. This prevents misinterpretation and sets clear expectations.
2. Replace abstraction with specifics
Rather than saying “We’re focusing on outcomes,” explain exactly what change you want to see and how you will measure it.
3. Check for shared understanding
Ask questions such as, “When we say X, what do we each mean?” This uncovers assumptions early and reduces friction later.
4. Connect words to real practices
If you say your team is “data-driven,” demonstrate how data influenced a recent decision. If you mention “discovery,” share what insights emerged and how they shaped your priorities.
5. Review language periodically
Language is an evolving beast. Terms that once felt clear can become diluted. Make space to revisit and refine your team’s vocabulary.
6. Look for substance, not style
In conversations or documentation, focus on the reasoning, examples, and evidence behind the words. Clear thinking survives scrutiny; jargon does not.
Jargon will always exist in business. It can help teams communicate efficiently, but only when backed by shared understanding and concrete meaning. The humor of the “Honest product management glossary” reminds us that even the most established terminology can become empty if used without intention.
Clear communication is a product skill. By grounding our language in clarity, context, and real practice, we strengthen decision-making, collaboration, and trust across our organizations.
Emma-Lily Pendleton
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