Mis-cocnception:

PMs are the CEO of a product: This is a fallacy because unlike CEOs PMs do not have authority over most of the things needed to make their product successful. Be it user research, design or marketing, sales and support.

Moreover the ambit of PM role varies based on number of factors like size of the company, size, type of product, stage, industry, and even culture of the company etc. So a PM is not the CEO of a product.

Three Main factors to be considered:

- Core Competency: Master the core competencies

- Emotional Intelligence: High EQ

- Company Fit: Work for the right company

Aim is to lead User adoption of a product, drive revenues and if possible disrupt a market. All this while keeping the cadence between Engineering and Design Team.

Core Competencies (should be mastered):

Some basic examples-

conducting customer interviews and user testing
running design sprints
feature prioritization and road map planning
the art of resource allocation (it is not a science!)
performing market assessments
translating business-to-technical requirements, and vice versa
pricing and revenue modeling
defining and tracking success metrics

Emotional Intelligence (Higher the better):

Relationship Management
Self Awareness
Self Management
Social Awareness

Company Fit: Very important to join the right company

	Erstellt von Shantanu Ghosal vor fast 7 Jahre

What it takes to become a Great Product Manager - Harvard Business Review