Various product management schools, workshops and certificate programs strongly suggest that attendees will get jobs as product managers. Success metrics seem critical here, but are notably missing. “Of the people who’s already spent thousands of their own dollars on this course, how many are now working as product managers…?”
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?
Many of the challenges that product leaders face are the same across companies. Getting together and talking with our peers lets us recognize the commonalities and avoid defining these as singularly personal failures.
Heads of product management teams worry about a different issues than their individual-contributor product managers. More organizationally focused, less product-focused. What’s at the top of their issues backlog?