Individual product managers are focused on their individual products/services, but product leaders need to think about their organizational context: how do we get things done? What motivates each functional group and how do we align incentives? Can we get out ahead of inevitable resource conflicts?
A podcast with SC Moatti, founder of Products That Count. We discussed technology product management roles, career ladders, the critical need for cross-functional communication, how incentives shape what our peers do, and when a startup hires its first full-time product manager.
Lean Product/UX Meetup: Enterprise software products often have long sales cycles, lumpy revenue streams, and organizational gaps between buyers and users. How does this shape enterprise product management?
It’s easy to believe that broadly available commercial products don’t give us exactly what we want, but that our internal team can quickly whip up precisely the right thing. This ignores some fundamental economics of software commercialization.
Recruiters and hiring managers wade through a tall stack of incoming resumes, most of which are not at all a fit, and often miss subtleties. Strong candidates may need to work around the process to make an impression and get hired.
New product managers have often studied the daily mechanics of the product development process, but tend to be light on soft skills, product strategy, organizational savvy, and market insight. Where do they get into trouble?