Achieving to build great products means extensive stakeholder management on the one hand. On the other hand, the Product Manager needs to create an environment where she/he can build those products. This environment needs to be based on clear strategic choices of the company.
I am sure many of you know this graph (taken from IDEO).
Especially in the area of viability there is immediately the ”business question” coming up. How will the company make money out of your product? What is your expected growth? A Product Manager is in the situation where she/he has to not only do design thinking but also to discuss company strategy.
As product management involves nearly all functions in a company more or less directly, you could consider the role of a Product Manager as a general management role. Sure, you can argue that there is an overlap with the CEO and the senior management respectively.
But: don’t forget that the Product Manager is the one who should be able to do the design thinking (who else?). Design thinking is the necessary but not sufficient skill of a Product Manager. She/he needs to be able to defend strategic positions from a general management point of view as well (on executive level).
We all know what happens if this is not the case: the Product Manager becomes what I would call a “roadmap monkey”. What could prepare one better for this challenge than a MBA? It´s “business ambition” combined with “design thinking” what makes a Product Manager deliver unique value to the company…
By Jörg Malang