Something shifted in how Fortune 500 leadership talks about product managers — and it didn’t announce itself.
It showed up quietly. In a performance conversation. In a job requisition. In a leadership team meeting where someone asked, not as a suggestion but as an expectation: are your PMs using AI?
That question used to be optional. It isn’t anymore.
What’s actually happening
For the past three years, AI adoption in large enterprises has moved in one direction. The term “AI” now appears on more S&P 500 earnings calls than at any point in the past decade — not as a future ambition but as a present operational reality. Fortune 500 CEOs have moved AI to the center of their growth agendas, and the language coming out of boardrooms has shifted accordingly. The question is no longer whether the company will invest in AI. It’s whether the people in it can keep pace with what that investment demands.
That pressure is flowing downward through org charts faster than most people realize. The number of workers in occupations where AI fluency is explicitly required has grown sevenfold in just two years — from approximately one million in 2023 to around seven million in 2025. That growth isn’t happening only in engineering roles. A large share of AI-related postings are now for non-technical roles — marketing, sales, HR, operations — where AI literacy is the differentiator rather than deep coding.
Product management sits squarely in that category. And the expectation is accelerating.
The two-sided squeeze
Here’s what makes this moment different from previous waves of enterprise technology adoption: companies are not just asking employees to adopt new tools. They are simultaneously raising the bar on what counts as meaningful output.
In 2026, AI will be judged less on promise and more on proof. Enterprises will continue to expect measurable gains in speed, resilience, and decision quality — not pilots and prototypes. That pressure doesn’t stay at the CFO level. It cascades into how teams are staffed, how performance is evaluated, and what leadership considers a strong quarter from a product team.
The PM who ships on time, runs clean ceremonies, and maintains stakeholder alignment is doing the job as it was defined five years ago. That job description is being quietly rewritten.
I know this not from research alone. I heard it directly from leadership at a Fortune 500 — the expectation that PMs should be using AI, whether at work or at home, and that for certain new roles, it will be a stated requirement in the job description. Not a preference. A requirement.
That conversation is happening in more organizations than most PMs know. The difference is whether you’re inside the room when it does.
The gap no one is talking about
Here’s the structural problem: most PMs are not behind on AI tools. They’re behind on AI proof.
There’s a difference between using AI and being able to demonstrate, in the language leadership responds to, that your use of AI produced a measurable business result. One is a behavior. The other is a career asset.
The focus across enterprise organizations is shifting from vague metrics to clear business outcomes — cost savings, revenue growth, and productivity gains. That same shift is happening in how individual contributors are evaluated. Effort is not the unit of measurement anymore. Outcome is.
The PMs who will be irreplaceable in this environment are not necessarily the ones who are most technically fluent. They are the ones who can do three things: make sound judgments in ambiguous situations, connect their work to business outcomes in concrete terms, and demonstrate that their AI leverage is producing results — not just activity.
Most performance review frameworks were not built to capture any of that. Most PMs have not built a system to document it.
That’s the gap. And it’s widening.
What this means for your career right now
The shift is not coming. It’s already underway inside your organization, whether or not your manager has said so explicitly. The question is whether you’re building the proof now, while you still have runway, or waiting until the expectation is formalized and the bar is already set against you.
The PMs who get ahead of this won’t do it by taking another certification or adding tools to their stack. They’ll do it by changing what they document, how they communicate their impact, and how visible their judgment is to the people making decisions about their careers.
That’s what this publication is about.