During the last couple of months I have been asking myself again and again why there is such a big gap between a product owner and the company strategy. You might say: “wait, there is no gap there. How can you claim this?” I have had a couple of interesting discussions with people on different levels (from a startup CEO to C-Level executives). In many cases one gets to hear: “our company vision, strategy, business plan & top level product roadmap are done already. Now we need a CPO to execute it.” Well, at this point, I ask how did you guys come to this roadmap? Here are typical answers:
- We have identified our competitors so we know what features we need
- Don´t worry about this. Just make sure to execute
- We need to achieve our business KPIs and this is what needs to be done to achieve them
- We don´t want you to restart this discussion. We have no time to lose!
- etc. etc.
So either these companies already have great product management (and therefore won´t need senior level support) or they need senior product management (but aren´t aware of it). In my opinion this comes back to a misperception of the Product Manager´s role. If we believe that there is a shortcut to understanding the problems of our users by iteratively building and testing potential solutions we are wrong.
Just read today an interesting chapter of the book “Services Marketing” by Zeithaml, Bitner & Gremler. It also discussed the impact on technology on services (along with their framework of four customer to provider gaps). The paths to get closer to what matters most to customers have changed fundamentally. Please keep in mind that technology is not an end in itself.
Therefore the Product Manager is definitely not the “tech guy” (I have already received this feedback after a discussion: “you are a very technical person” - those engineers who know me will be surprised about this kind of feedback, I am sure). A Product Manager should be the “glue” between all of these aspects.
As @BrianSolis has put it in a 60 second video (SXSW in 60 seconds): 2013 is all about making technology serve us instead of technology chase us. This is the moment of great product management. And believe me, these requirements will push companies to undergo transformation. Believing the Product Managers will only have impact on their nice little “feature sandboxes” would be like perceiving them as harmless paper tigers. If they are like that, it is time to fire them!