I’m often asked where product management should sit in the organization. Some companies put product managers in development; others in marketing. What are the merits of each?
Have you been out there lately? Hunting for that perfect job is both easier and harder than ever before. You don’t have to be restricted to your nearest big city... but other candidates don’t either. Networking is easier but, alas, everyone’s network is bigger than before.
It seems most organizations are unclear on roles and responsibilities. Here's a handy way of thinking about roles philosophically.
You’re in your first days as a product manager. In no time, your calendar will be full and you'll have a zillion emails. There’s so much to do. Where should you begin?
People in product management roles—product managers, product owners, product marketing managers, and consultants—often talk about job responsibilities, methods, tools, and templates. We start from a presumption that product management is valued, and we focus on getting clarity on its mechanics. But what are the benefits of product management?
Many job postings for product managers require computer science degrees. But is that really necessary? How technical do product managers need to be?
Let’s keep it simple. There are four types of skills needed to define and deliver products to market. Product leaders (by whatever title) attempt to support the team with all four types of knowledge but it’s rare to find all of these capabilities in a single person.