Everyone has their view of what the perfect product manager should be doing –it’s helping them do their job!
In truth, Product Management should be greasing the wheels of all business functions because they put the product’s holistic success at the centre of what they do.
…The CEO seps back in and is sorely tempted to take the company back to its technology roots but he/she knows that this needs to be tempered with supporting existing customers and protecting existing revenue streams. So, a new, hybrid approach is required – so the company recruits a product manager.
The CTO and the Head of Engineering welcome the idea. Finally, the Product Manager is the go-to person to make sure his/her team build the right stuff and have a solid, defensible product strategy. This prevents his team/technology from being yanked around all the time OR working on the latest, crazy C-suite initiatives OR brainless product customizations for the big customers, that don’t make sense and will become a millstone around the neck of Customer Support in the future.
But the Head of Sales is also keen. Her team can’t answer the tough questions customers are asking. Finally, someone with lots of product expertise can answer technical questions without murdering customers currently in pre-sales with infinite complexities and CLOSE SALES! The perfect PM should answer customer RFPs (Request for Proposals); AND come out on sales trips whenever they’re needed; AND be the demo jockey; AND talk authoritatively about future product releases and when they will occur. They should also be able to write some technical whitepapers and do some decent competitive analysis.
Marketing, who if you’ll remember lost a lot of credibility with their splurge on branding, are also having problems with their collateral. Their vague product brochures and website content don’t seem to hold customers’ interest and come in for a lot of criticism from prospects and internally. The Product Manager can explain the product once and for all, providing decent product messaging and propositions for the collateral. A product roadmap with some realistic dates would allow her to plan marketing spend, rather than a knee-jerk reaction to product releases or to cancel events sponsorship at the last minute due to another slippage in the product release date.
Finance is relieved to hear about Product Management arriving. Finally, there’ll be someone to hold accountable for whether each product is making any money. The CFO immediately starts working on a new, complex, business case spreadsheet that the Product Manager will be tasked with completing and comes up with detailed KPIs that the new product managers will measure for him!
By this stage, Account Management & Customer Support have almost lost the will to live. Every day, they writhe in agony trying to solve exotic customer problems which Testing and Engineering struggle to recreate, never mind solve. They see the new Product Management team as the last hope to solve the Sales madness of selling solutions that are further away from the core product offering and hanging Customer Support out to dry AGAIN. Otherwise, they are definitely throwing in the towel and quitting.