A question I get often is the difference between a Product Manager, Product Marketing Manager and a Growth PM.
Product Management can be confusing enough let alone trying to navigate the many different flavours.
However, understanding the nuances can be beneficial for those who might be more suited to these roles.
I’m not going to spend a whole lot of time in this article defining each of the roles (I’ll however have links to articles that dive deep into each role), rather what I want to focus on are the differences.
So where do the boundaries between Product Manager vs…
Note: Being a Product Person examples in this article are biased towards Product Teams however these techniques can be used for any roles 🙌
As part of my job, I’m fortunate enough to see and experience many different companies and teams. I regularly see Product Managers and teams face similar problems when it comes to navigating the boundaries between different roles.
Either it’s the introduction of new roles, like Product Marketing Managers, Growth Product Managers, etc where Product Managers suddenly find themselves confused.
Are you considering making your roadmap public?
Or perhaps you constantly have customers asking about what’s coming up, where things are on the roadmap, etc.
Making your roadmap public might just be a perfect solution depending on your goals.
Many companies have made their roadmaps public and it is a trend that seem to be gaining traction.
There are many benefits to making your roadmap public:
*Note: this is a revised and updated version of a guest blog I did for Department of Product, titled: ‘Unconventional advice for transitioning to Head of Product’ — check it out!
As someone who’s been fortunate enough to have coached dozens of Product Leaders and have walked in their shoes, I have found that there are several under-appreciated ways things change when you move into a product leader role.
Often we talk more about the technical skills, like, portfolio management, being more strategic, etc but being good at those things mean nothing if you can’t build a culture conducive to…
A recent survey conducted by Product Management Festival found that the number one reason why PMs leave their roles is because of a lack of opportunities to grow. Worse only 15.5% of respondents stated that developing people and capabilities was a top focus of their organization.
Couple this with 35% of Product Managers stating that a ‘lack of role clarity’ was one of their top 3 challenges it would suggest that one of the most impactful things you can do as a Product Leader for your team and organization is to provide clarity around roles and career progression.
Last year I finally got around to taking John Zeratsky’s and Jake Knapp’s Design Sprint 1 day workshop. Prior to this much of what I’ve had learned about Design Sprints had been from reading their book and via osmosis from participating in Design Sprints.
Despite their popularity and the fact that I’ve been a part of numerous Design Sprints, there have been two things that never sat quite right with me about them.
Firstly, I find 5 days to be a bit too rapid for a large number of problem spaces. What I’ve found, and this ties into my second…
Originally a late-night brain dump on Twitter, I thought it’d flesh some of it out a bit here.
Product Management is complex. Complex because it’s situational which makes being a good Product Manager about being adaptive.
More than that. It's being able to contextualize and read the situation in order to adapt appropriately.
A struggle that many of us have after being in the profession for some time is the realization that the craft is not black-and-white — sweeping statements about product management like “Product Managers are the CEO of the product” are generally only half-true. …
“adaptable CEOs spent significantly more of their time — as much as 50% — thinking about the long term.” — HBR, ‘What Sets Successful CEOs Apart’
Did you know that the top-performing CEOs in Fortune 500 companies spend significantly more time thinking strategically and long term?
Part of this is a by-product of running larger companies successfully — as the company size grows you need to elevate yourself up out of the weeds and towards a more long-term view.
But another part is the importance of balancing the short-term, tactical work with long-term strategic intent.
Although the best performing CEOs…
“Majority decisions tend to be made without engaging the systematic thought and critical thinking skills of the individuals in the group…..Research shows that the decisions of a group as a whole are more thoughtful and creative when there is minority dissent than when it is absent.” — Philip G. Zimbardo
Something which I learned whilst at the Royal Military College in Australia was that decision-making should be deliberate. It should be done with intention and be a repeatable process.
Some time ago I had a conversation about research and experimentation with one of my best friends who has a doctorate in biochemistry and does scientific research for a living.
Something that he was adamant about was that what we product people do could hardly be called ‘research’ — at least not by scientific standards.
When I described what we call “hypotheses”, “experiments”, “research”, etc he couldn’t have been more offended by our loose definitions of his beloved scientific terms.
In his eyes we abuse the scientific process, take the concepts in name only and apply them with no consideration…