Of all of the teams that Product Managers must deal with on a regular basis, I really can’t think of any that have a worse reputation amongst our kin than Sales teams. Common tropes that I hear when talking about Sales teams with other Product Managers include things like “they don’t understand the product” or “they make commitments we can’t follow up on” or even “they just lie to make their commission.” And while each of these statements has a kernel of truth buried inside it, much of the responsibility for these failures on the part of the Sales team can be traced back or shared by the Product team itself. I personally believe that it’s absolutely essential for a successful Product Manager to have a strong and productive working relationship with their Sales team, and without that it’s nearly impossible to provide the kind of holistic guidance that separates a “good” Product Manager from a “great” one.
Archives for May 2016
There seems to be a lot of discussion these days about whether or not Agile still works, and whether or not Scrum in particular is “dead” or at the very least dying. The common thread that I see in these discussions is usually something to the effect of “why do we need set iterations” or “user stories suck as requirements documents” or comments in a similar vein about some fundamental part of the Scrum methodology. But, what many of these people forget — on both sides of the coin — is that if we are to truly embrace Scrum as an Agile methodology, it requires us to focus on one measure of success — actual, demonstrable results.