Questioning Product Management
Recently, I’ve been working with a small team at Taplytics on their product that helps companies become more data-informed and results-driven (you should check it out!).
Even though I came in as the “product guy”, I’ve still spent most of my time doing actual UI/UX design and have written lots of code (~850 commits and counting!) – this is all on top of the usual PM responsibilities: communication, goal setting, prioritization, etc.
It’s made me start to wonder about what an organization would look like without the Product Management role (or rather, a redistribution of it). Since due to the lack of time and resources, we’ve managed to work out a way to split the responsibility of a full-time Product Manager across multiple people within the organization.
Of course, this might be the idealist in me speaking – since everyone I’ve spoken to doesn’t directly agree.
@ngardideh in the meantime, I propose that the model is just fine if you have the right ppl for the job and the right buy in for the role— Isaac Souweine (@sonofsarah) May 25, 2015
Though, it may be fairly hard to image organizations that don’t have the role and function at scale.
So the real question here is: What does a re-modeled organization look like that functions as proficiently without Product Managers?
The journey to answer this question will be interesting, as we attempt to work in different ways to solve the problem. But unfortunately, I have yet to come to a conclusion.
If you’re in an organization that’s functioning without PMs or have thoughts around how it can be possible at scale – shoot me an email, I’d love to discuss: nima (at) halfmoon (dot) ws.
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