We've been told that high product and experiment failure rates are normal, good product development, and something to celebrate. They're not. Neither is Failure Squared™: failing to learn from failure. We waste time and money solving problems we don't understand for target markets we don't understand. We break promises, and we deliver less ROI than our customers require. Whether your product management or strategy work is done by humans, AI, or a combination, you still need to find product-market fit (PMF) with your target audiences of humans. We need to invest in fitting the product to our market. Atomic Product-Market Fit™ introduces a practical and actionable three-level model of PMF (macro, meso, and micro), and a four-phase process and framework aimed at success. Learn how to identify what's blocking your PMF: from bad research questions to false validations to vibe producting™. Reconnect with your Experience Ecosystem to understand the Dimensions that drive PMF, conversion, retention, and growth. Put the strategy back in product strategy, and evaluate solutions before your customers become frustrated beta testers. Consider where AI and LLMs help this process and where they'll hurt it. In decades of consulting, strategy, and change-agent work, leaders and executives have never asked author Debbie Levitt to help them fail more or fail faster. They usually want her to find and solve problems, identify and mitigate risk, make teams more efficient, and make products and services more successful. No matter the size or stage of your business, this book is your permission and your plan to try a fresh approach. If your company likes failure, they're really going to love success. —----------------------- With 17 exercises and critical thinking challenges, and a few templates, you have the tools for practice, collaboration, and increased success. Bring as much of the Atomic PMF model into your team and work as possible; even small changes can create a significant impact. If you have a culture of experimentation, start experimenting with Atomic PMF. Perfect for: Fortune 500 workers and leaders, entrepreneurs, solopreneurs, freelancers, strategists, startup teams, scale-ups, change agents, and consultants. Product Managers, UX Designers, Product Designers, UI Designers, UX Researchers, CX Analysts, Engineers, Marketing Managers, Operations Managers, and more. Further book details are at AtomicPMF.com. Resources and community links are at DCX.to. " Customers Know You Suck was an honest look at how broken many of our technology experiences really are. Atomic Product-Market Fit is the blueprint for fixing it. Debbie Levitt examines the full ecosystem of product, service, and experience and makes clear how everything, from the biggest strategic decision to the smallest detail, can make or break Product-Market Fit. The stories are painfully relatable (many laugh out loud moments), but the framework and lessons are practical and actionable. You'll recognize the failures we've all seen (or caused) and walk away with a clear understanding of how to avoid them. If you are responsible for what gets built and how it reaches customers, read this." - L. A., Product Management Leader "I've been a product designer for 5-6 years, and this is the first book that's changed my outlook and approach. I've always known the importance of good PSE (products, services, and experiences) and research, but this really solidified why it matters and how it positively impacts outcomes and drives success. What really hit home was the importance of digging deep in a world where we're all obsessed with "I did X in a day" culture, locked in on speed rather than quality. This book cuts through that noise and shows you how to actually get the quality outcomes we're all crying out for. But most importantly, it shows you how to prevent the destructive cycles we all find ourselves in, not just recover from them. Debbie shows you when to do research before building, which stops you from wasting months building the wrong thing in the first place. I came away feeling way more confident in my process. I know what to do next, and I can spot when and why something is failing (which is often because it's lacking research)." - S.M., Lead Designer In decades of consulting, strategy, and change-agent work, leaders and executives have never asked me to help them fail more or fail faster. They usually want me to find and solve problems, identify and mitigate risk, make teams more efficient, and make products and services more successful. There was nothing in my MBA program that said, "High failure rates are great. Keep burning money on bad ideas and guesses. Ignore customer dissatisfaction because we're probably good enough." We — companies, teams, and individuals — have become very good at failing. We dared to fail, we failed fast, we failed slowly, we moved fast and failed, and we failed some more. After failing, we ran as fast as we could straight into ano