In a recent LinkedIn post, John Cutler challenges conventional views on demand generation, arguing that the true narrative lies not in theoretical Software Development Life Cycles (SDLCs), but in the tangible reality of ‘everyday work.’ Cutler emphasizes that demand is shaped by the accumulation of daily activities, tasks, and requests that define the operational landscape of businesses.
He prompts a deeper examination of the origins and evolution of demand, questioning the very control individuals and teams have over their strategic direction.
“The real story of demand is not explained by a theoretical SDLC. It is the story of everyday work. Everyday activities. Everyday tickets, docs, goals, and requests.”
Cutler’s post encourages a critical look at how priorities are set and executed. He poses a series of pointed questions designed to probe the authenticity of control over product roadmaps and strategic initiatives.
Deconstructing Demand: Beyond Theoretical Frameworks
John Cutler contends that understanding demand requires looking past abstract models and focusing on the granular details of daily operations. He suggests that the process by which demand is understood and acted upon is often more complex and less controlled than typically assumed.
The author highlights the importance of tracing the lineage of demand, asking:
“What did you actually do with it?”
This question, according to Cutler, gets to the heart of execution and the practical application of resources in response to perceived needs or opportunities. He implies that the gap between recognizing demand and effectively acting upon it is a critical area often overlooked in strategic planning.
The Illusion of Control in Roadmap Planning
A significant portion of Cutler’s analysis revolves around the concept of control, particularly concerning product roadmaps. He questions the extent to which teams genuinely shape their own strategic paths versus having them dictated by external factors or handed down from above.
Self-Sourcing vs. External Direction
Cutler poses a direct challenge to conventional wisdom regarding strategic autonomy:
“How much of your roadmap do you actually control?”
This inquiry is central to his argument that many organizations operate under a false sense of agency. He further probes this by asking:
“How much is handed to you?”
By juxtaposing these questions, Cutler suggests that a significant portion of strategic work might be reactive rather than proactive. He advocates for a more self-directed approach, urging leaders to consider:
“How are you self-sourcing opportunities?”
In Cutler’s view, the ability to proactively identify and pursue opportunities, rather than merely responding to pre-defined tasks or directives, is a hallmark of mature and effective demand management. His insights urge business leaders to re-evaluate their processes, question assumptions about control, and focus on the practical realities of ‘everyday work’ to truly understand and shape demand.
📝 About This Content
This article is based on insights shared by John Cutler on LinkedIn.
📅 Originally posted on June 24, 2026 | View original post on LinkedIn →