I chanced to read following article Steven Sinofsky on Building Your Product Team published on the MixPanel blog. It had some great insights which , I have captured for my readers and fellow companions who cross their path with product management.
From the above blog
“Steven Sinofsky is known as one of product management’s earliest champions. In fact, he was at Microsoft when the company invented “v. 1.0” of the product manager career path.”
While I read through the article , I made this story come out more as my questions in mind as reflections followed by relevant portions from the blog as excerpts.
Why did product manager came into existence?
What is the world beyond developers , testers and marketers? , do they make the whole picture…The answers to that is “no” . We need people who can act as “Pivot” & iterate on the product instead of the marketers , who in turn should worry about demand generation.
Steven states that “Microsoft needed a role that helped making changes further upstream. That way, there would be people who could facilitate changing the code, and minimise big fights”
What value product managers add?
Product managers help achieve intersection between customer feedback and how it impacts the codebase. The role demands ability to glean data and generate focus to mobilise the group towards most high value generating activity.
Steven reflects as “product leadership to be deeply personal, something that must scale within the product manager as the product scales”
What can make a product manager successful?
It is very necessary for a product manager to have deep understanding of the product & more so if the product is a software , then technical acumen becomes very important. In addition to this having ability to manage people and channelise their thought process is a very relevant soft skill that they need to possess.
Steven mentions in the blog that “knowledge helps facilitate a discussion. It makes one run through higher-level strategic thinking. It is important to understand the argument being made and then have a healthy way to address that.”
In Steven’s words “Skills in technology, user experience, and empathy (with internal team members and customers) are prerequisites that can be honed and trained. While building your expertise as a PM requires a mastery of all three areas, it’s important to remember that you’re never “done” building your skill set”
“There can be millions of debates that need to be addressed but sensing the meta-level information about the conversation – is the best entry point for problem solving.”
I think that is what makes a transaction based mind-set differentiate from a strategic outlook.