Because of their unique view of the myriad elements of the business, the product management team should be an independent body with equal stature to other functional areas of the business. Only as an equal and independent body can the C-level leadership be assured of unbiased recommendations on product strategy and direction to meet market needs. This, of course, assumes the product management team can perform their jobs effectively.
Product management organizations can have a profound effect on a company’s success – or failure – and every C-level executive should thoughtfully and intentionally utilize product management as a key member of the C-team.
Simply put, no other person in the company understands all the following better than the product manager
It was great fun and Michael is a great host. Mostly it got me to think, talk and reminisce about my first love—Product Management.
Over the 30 minutes or so I was able to cover several of my favorite Product Management topics but in replaying it I realized I never got around to one of my most stringent rules for being a good Product Manager (although God knows I tried, I even attempted to talk through the break).
I've always been fascinated with how and why business deals are won and lost. As a long time product manager, I've always wanted to know why companies chose or didn't choose my product or service. What I've learned is that knowing makes all the difference.
Too often, the simple answer from sales is it’s either because of price or functionality.