Are You Doing Product Management or Bullshit Management?

Are You Doing Product Management or Bullshit Management?

In the world of product management, there is often a disconnect between what companies say and what they actually do. They may claim to have flat hierarchies and a focus on agility, but in reality, decision-making processes can be extensive and lead to analysis paralysis. This is an important consideration, especially when seeking employment. Companies are made up of people, and their values and principles are a reflection of the individuals within the organization. Much of the company's propaganda is aimed at attracting talent, so it is crucial to speak with individuals within the company or gather insights from those who have already departed.

As companies grow, the political landscape becomes more prominent, and the agile mindset can be lost. Instead of prioritizing the problems of end-users, it becomes more important to please critical stakeholders. While it can be beneficial to align with stakeholders, it is essential to bring rationality and reality to the decision-making process. Training stakeholders and team members to base their ideas on facts and data is crucial. Instead of dismissing ideas outright, embrace them, execute them, and measure the results. If the idea fails, you gain authority, and the stakeholder loses their influence.

Good product management involves having a vision and testing small ideas with limited resources. Gradually, as objective evidence is gathered, these ideas can be expanded upon. The ultimate goal is to reach the vision, rather than following a rigid plan. This approach allows for flexibility and adaptability, which are essential in an ever-changing market.

It is important to note that some job descriptions may sound more like classic project management rather than product management. Great product managers lead by providing context rather than exerting control. They inspire and motivate their teams to achieve what they didn't believe was possible. They set inspiring goals and empower their teams to determine how to reach them. Instead of being a boss, a product manager is a leader that the team willingly follows. Without decision-making power, product managers cannot thrive.

The level of decision-making power required for product managers varies based on the context in which they operate. Product managers work within a specific context, but it is crucial to consider the broader organizational context as well. It is not enough to focus solely on the team and their immediate objectives. It is necessary to understand how other teams, the business, and the market are involved in the overall context. In this context, product managers have decision-making power. They decide what needs to be done, but within a smaller scope than a group product manager or head of product.

In the world of product management, it is easy to get caught up in the jargon and confusion surrounding the concept of Jobs-To-Be-Done (JTBD). Many different interpretations and visualizations exist, which can be overwhelming for those new to the concept. However, understanding JTBD is crucial for successful product management.

When it comes to startup success, there are several factors to consider—team, product, and market. If you ask entrepreneurs or venture capitalists which of these is most important, many will say the team. In the early stages of a startup, you often know more about the team than the product or market. With a strong team, you can accomplish anything. A multidisciplinary team can create a great product, define the go-to-market strategy, and find quick solutions to challenges.

To ensure success in product management, there are three actionable pieces of advice to consider:

1. Build strong relationships with stakeholders and team members. By establishing trust and open communication, you can collaborate effectively and make informed decisions.

2. Embrace an agile mindset and prioritize experimentation. Test small ideas with limited resources to gather objective evidence and make data-driven decisions.

3. Focus on the bigger picture and consider the broader organizational context. Understand how your product fits into the overall strategy and collaborate with other teams to achieve shared goals.

In conclusion, product management requires navigating through the differences between what companies say and what they do. It involves leading by context rather than control, inspiring teams to achieve their full potential, and making data-driven decisions. By following these principles and taking actionable steps, product managers can thrive and drive success within their organizations.