Similar to cars, a product team is a complex machine that should be well-oiled. As a by-product of our growth, however, the product manager role started to transform into a project manager role where the product manager was to handle all the moving parts. She should be the voice of the customer towards product teams. In our company, the product manager has a central role that ties all the dots together. Getting something out of a door has become a lot more difficult. The teams were doing a lot of parallel work which resulted in a lot of cross-dependencies between different projects. Not only was the cadence a problem but it became almost impossible to meet any deadline. Growing challengesīut as the company grew from a startup up to scaleup, it became increasingly more difficult to get to the same pace of shipping new features as before. It is giving all product managers a lot of freedom and responsibility. Our company has built a strong product culture. Then have a go-to-market session with commercial teams.
On the same day, you can be brainstorming different product ideas with designers and engineers. The next day you’re tweaking a Python script to pull out some quantitative data. One day you’re meeting with customers, gathering insights about their problems.
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