A recent tweet by John Cutler provoked some interesting reactions. It got me thinking about whether there are underlying principles of product management that apply in all contexts.
When companies set out to redesign a product or service, the results can sometimes be underwhelming. Instead of delivering service transformation, the team recommends only minor efficiency tweaks. If this has been happening to you, there can be many underlying causes. I’ve identified a few common problems and what you can you do about them.
“I have a PM in my team who I regularly find digging into areas of the business that are unrelated to the initiatives they’re responsible for. [As a result,] they also have a track record of being extremely slow to bring anything to market.”
“Should the product manager have some level or perhaps a great deal of responsibility for the profitability of the product? Should they understand things like the unit economics, that sort of thing?”
Starting a new product manager job can be daunting, particularly if you don’t change jobs very often. I work freelance, so I find myself in a new organisation roughly every 3-6 months. Let me share with you my tips for your first few months in a new role.
“I was looking for inspiration and guidance as I am searching for a career change and Product Management/ Project Management are my areas of interest. I was looking to understand if in such roles technical skills are required.”