A product manager’s role is to have complete ownership over product development and delivery through constantly driving product vision in the face of ambiguity. The PM is the voice of the business; the voice of the designers; the voice of the engineers; and the voice of the product users. The PM needs to be at the center of all these stakeholders without having organizational authority over any team; this requires adapting communication styles to establish trust and clear product alignment across different groups.
Some questions I have for the author are as follows:
- To what extent is the reality of a product manager’s job backlog management?
- Despite there not being an ideal archetype for a PM, it seems that many companies are hiring PMs who specialize in/are knowledgeable about AI. Will the non-technical PM persona remain relevant given the rapid developments in AI?
- What are the best ways to stay up-to-date with the latest in tech?
- How can I quickly gain respect from engineering/design/sales teams in an organization where PMs are not highly regarded?
- Because the difference between product vs project vs program managers is often marginal and muddled, will the product management role remain relevant over the next decade? How is the role of the “traditional” product manager projected to change over the next few years?
