There’s an ongoing debate about generalist product managers versus emerging product manager specialisms (such as ‘growth product manager’). I think there is room in our profession for both. Let me explain.
» Growth product managers are expected to focus primarily on revenue growth
» Growth hacking failed in part because it produced unsustainable growth
» Some companies stimulate growth by “infiltrating” offline communities
» With infrequent use products, market penetration is a better measure of product-market fit than retention
» There are 4 emerging product manager specialisms
» You can recruit different flavours of product manager by thinking along 3 axes
