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Home > Tools > WareAbouts
Product managers face an onslaught of demands for their time and attention, which often leads to product management that is reactive to whatever is making the most noise. Alas, strategic goals rarely raise their hands and shout “me, too!” — except possibly at review or launch time.
In your organization, how often do product managers actually speak with customers — not just existing customers but also potential ones and your competitor’s? Too often, product managers are kept busy with tactical activities like meetings with engineers, or spending time on a project schedule, rather than focusing on the direction. How comfortable would you be taking a cross-country flight when the pilot’s the only measure of progress is monitoring the fuel gauge? “When it’s almost empty we should be there!” — kind of like watching a project schedule or budget.
Product managers must understand the dynamics around the effort in order to plot a successful course. Just as pilots take into consideration air traffic, weather conditions, fuel consumption and myriad other variables, a product manager must be allowed time to research and understand the competitive nature of a market, the values placed on particular capabilities over others, the impact of price on customer decisions, and how ever-changing regulations impact current and future product direction.
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