Product managers need to talk — often — with actual end users and buyers. We need to listen, interview, understand and empathize with paying customers. Unmediated by marketing, sales or researchers. What organizational barriers block this essential work, and can we remove some of them?
Product management is about allocating scarce resources across existing products/services while exploring new opportunities. We need to combine top-down, bottom-up and market-in approaches to make good decisions.
Focusing on skills rather than titles, how do we avoid product manager/owner failure modes for revenue (commercial) software? And why do revenue software companies hire product managers, when agile development teams are looking for product owners?