Product Management is a hot role in the current market, partly because there are companies realizing the importance of the role, and partly because everyone seems to think that they can do the job. Without opining on either of those driving forces, in my experience there are three key things that any candidate can do to optimize their chances of actually snatching a Product Management role: assessing your skills, positioning your experiences, and pitching yourself effectively. If you can master these three key components, you’ll be best positioned to take your next role in Product Management — no matter where you’re coming from.
Archives for May 2018
Due to the unique role that Product Managers play in most organizations, we’re often capable of being the strongest influences on the overall culture of the product development organization and of the company in general. And while there are many companies out there who are truly only interested in giving lip service to the concept of agility, there are others who actually want to be better, who want to embrace the concepts of agility — and it’s up to us as leaders to influence that and contribute where we can. While there are a lot of different behaviors that we can engage in which are likely to increase the adoption of agile practices across our organization, in my experience there are three key things that we should focus on if we want to broaden the success of agile adoption in our companies…
It’s far too common in the world of Product Management for us to wind up being narrowly focused on the actual product development cycle – define, build, measure, repeat. But there’s far more to building, launching, and maintaining a successful product than just what goes on between Product Management and Development. The best and most successful Product Managers try to look at the “whole product” and not just one small (though essential) part like the development process. To get the whole picture, we need our eyes, ears, and fingers on the pulse of all the activities that go on around the product — development, sure, but also marketing, sales, support, implementation, services, and anything else that might be considered “product-adjacent”.