I think that product management as a discipline, as well as the role of the product manager, is constantly evolving. There are some very strong influencers like Marty Cagan and the Silicon Valley Product Group. I also believe that best practices spread and it just takes time.
As for standardizing the role of the product manager, I don't really believe in that; it varies a lot depending on the size of the company and its stage of development. As a product manager, I have also realized that I need to adapt according to the organization and what the strengths of other team members are, and to compensate for some roles. If the company is more mature, then it is possible for the product manager to involve more supporting functions, for example, in the discovery phase, market analysis, or data analytics.
In a early stage startup, you need to be more of a Swiss army knife.
However, what is important is that the main function of the product manager is to create value for the customers/product users through the product in a way that is viable for the business 🙂
Thanks for sharing your thoughts, from my perspective that it is not professional and mature, I believe that Product Management must be defined or redefined to fit the company needs and organization structure. In many cases, some titles or positions are repeated in several ways like leader or Manager as first part of the word and second part related to the organization pyramid, General Manager, financial manager, purchasing manager, it means you can guess that it could be head of that team or branch of organization. But as traditional definition of this words, each company defines a variety of duties and tasks. Product management should be defined by organization or company structure. Sometimes close to project management and sometimes close to engineering or CEO of the product (I like this definition).
I think that product management as a discipline, as well as the role of the product manager, is constantly evolving. There are some very strong influencers like Marty Cagan and the Silicon Valley Product Group. I also believe that best practices spread and it just takes time.
As for standardizing the role of the product manager, I don't really believe in that; it varies a lot depending on the size of the company and its stage of development. As a product manager, I have also realized that I need to adapt according to the organization and what the strengths of other team members are, and to compensate for some roles. If the company is more mature, then it is possible for the product manager to involve more supporting functions, for example, in the discovery phase, market analysis, or data analytics.
In a early stage startup, you need to be more of a Swiss army knife.
However, what is important is that the main function of the product manager is to create value for the customers/product users through the product in a way that is viable for the business 🙂
Thanks for sharing your thoughts, from my perspective that it is not professional and mature, I believe that Product Management must be defined or redefined to fit the company needs and organization structure. In many cases, some titles or positions are repeated in several ways like leader or Manager as first part of the word and second part related to the organization pyramid, General Manager, financial manager, purchasing manager, it means you can guess that it could be head of that team or branch of organization. But as traditional definition of this words, each company defines a variety of duties and tasks. Product management should be defined by organization or company structure. Sometimes close to project management and sometimes close to engineering or CEO of the product (I like this definition).