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Thanks for the note! I enjoyed your post on the topic this week as well. Very insightful, and I think the more this message gets out, the less PM’s will get their heads taken off by senior management…

–Adam

Just wanted to give you props for your post. I posted a similar one this week on my blog and then found yours with much the same sentiment as mine, only 9 months earlier. Sadly, I subscribe to your blog, but had somehow missed this post when writing up mine.

I’m spending quality time catching up on all of my blog reading, so hopefully, it won’t happen again.

It is a pleasure to meet you, and thank you for the great comment.

You hit the nail on the head for me. PM’s that are in control of too much can start to feel like they are drowning, or get “importance” syndrome and start trying to make decisions they shouldn’t, which can negatively impact the business.

There’s a lot to be said for those at the top of companies. PM’s definitely need to be up there & in communication regularly for a company to succeed with a product-centric structure. However, they aren’t the ones setting strategic direction / vision.

That being said, PM’s play key roles in making sure those that are setting the overall vision have the data they need (and as I mention, recommendations from Product Mgmt) to set that vision / direction.

One of the biggest joys I get from the job is to be able to work with everyone in the business. I’m not a master at any of these functional areas, but have amassed enough knowledge to be effective. I’ve worked hard to learn to separate vision from detail, and I do have a fair handle on both.

The devil is always in the details though. It’s one thing to say from a high-level, “let’s do this” – but the PM can be the one that offers a reality check.

My PM philosophy has always been, you serve as a proxy between the products and the customers. To be a successful product-centric company, a PM group doesn’t have to run everything, but they should be touching / aware of everything. And they should be afforded the chance to lead those groups that are front-line. This helps build the, “how can we build products that solve pain?” into the culture of the organization.

Product management is one of those hard jobs to define and even harder jobs to do. In some respects, I consider my role as a CTO as a “part-time” product manager, working side-by-side our product management team. So many things come down to really being business decisions, and that’s why I’ve found that product managers who “own” everything usually fail because of either mis-steps or not having the right constituents on board. The real “owners” are those who own the P&L, which can be the CEO, division EVP/VP or General Manager, etc. I think that’s your point about product managers aren’t CEOs.

What I want from a product manager is someone who knows and learns the domain, the market, customers and the executives and company culture for accomplishing things. Then building the decision making process, consensus building, specifing the requirements in detail, and then pulling it all together into an executable plan and enrolled team to make it happen.

That says a lot about why product management is such a heard job. Product managers are “soft” leaders; most of what has to be done is in othr organizations for which they no direct control or authority. It takes a specially talented person to do this job well, and have others feel that they do it well. Those that do, get all my respect

Lots more I could say but I’ll leave it at that for now. I hope we get to continue this conversation over time.