tag:blogger.com,1999:blog-12423019.post5527447385134770958..comments2013-08-16T07:23:41.629-07:00Comments on The Science and Art of Marketing: Center of the Universederekhttp://www.blogger.com/profile/05290965770370854714noreply@blogger.comBlogger6125tag:blogger.com,1999:blog-12423019.post-42968743084572090842009-07-23T05:48:23.955-07:002009-07-23T05:48:23.955-07:00FROM LINKEDIN:
Posted by Chinmoy Misra
Product M...FROM LINKEDIN: <br />Posted by Chinmoy Misra<br /><br />Product Management in the last half decade that I am associated with this field has gone some major and subtle changes. Of late I am finding it to be touted as an anchoring role... a constant readjustment of various interest groups associated with the product. <br /><br />Keeping this observation and juxtaposing it with a matrix of established and new products and the product roadmap timeline is what makes the task of product management more complex and difficult. Most of this is in the behavioral aspect. For example, a new PM for an established product meeting a customer and propagating a point of view of the interaction gets an reaction from an old support hand like 'I have been with this customer for ages and he does not want what you are saying and really want this and in the past I have solved a major escalation by working on this line and doing this....’. In the face of hard facts like this the PM/PMM can not do much if at all he knows that this approach is short sighted or otherwise flawed and does not share the organizational strategic objectives. Of course what he can do is to strategize how to counter this. <br /><br />But all said and done this is also what makes this the most interesting task in hand, switching roles and a chance to really contribute to both the top and bottom line of the company. Very few other jobs offer that.derekhttps://www.blogger.com/profile/05290965770370854714noreply@blogger.comtag:blogger.com,1999:blog-12423019.post-24553906807326219582009-07-23T05:47:37.448-07:002009-07-23T05:47:37.448-07:00FROM LINKEDIN: Posted by Mark Lipowicz
Good advic...FROM LINKEDIN: Posted by Mark Lipowicz<br /><br />Good advice for PMs, when you are "CEO of the product" you have a big responsibility to everyone in your organization who earns a living from it, and they in turn have a big incentive to want you to be successful. You also need to be a strong advocate for the customers -- aren't they at the center of the universe? -- and able to balance that with serving your organization's goals. When you create a great product that serves customers, company and team that's a great PM success for all involved.derekhttps://www.blogger.com/profile/05290965770370854714noreply@blogger.comtag:blogger.com,1999:blog-12423019.post-28206620264797830062009-07-23T05:47:06.138-07:002009-07-23T05:47:06.138-07:00FROM LINKEDIN: Posted by José Mário Gugisch
the p...FROM LINKEDIN: Posted by José Mário Gugisch<br /><br />the problem is PMs are encouraged to have this big responsibility but not entitled to it, on many people´s point of view....derekhttps://www.blogger.com/profile/05290965770370854714noreply@blogger.comtag:blogger.com,1999:blog-12423019.post-18693673828799185232009-07-23T05:46:05.025-07:002009-07-23T05:46:05.025-07:00FROM LINKEDIN: Nuno Vieira
Dear Derek,
Really i...FROM LINKEDIN: Nuno Vieira <br /><br />Dear Derek,<br /><br />Really interesting point of view of one of the PM´s main roles.<br />In my short experience, I really understand this issue, and have come to the conclusion that the responsability on the PM toward it´s products, begin even before the product exist, and it only ends once the product is out of the company range. This vision makes the PM one of the main actors of a products life time. It´s for the PM responsability also to transform the information, that comes from both ends of the supply chain, into the needed and correct knowledge for every actor on the process.<br />All this is really important stuff in a PM day to day work, but at the end, I really have to agree with José Mario, and that is a really problem on all this process.<br /><br />Regards<br />Nuno Vieiraderekhttps://www.blogger.com/profile/05290965770370854714noreply@blogger.comtag:blogger.com,1999:blog-12423019.post-90584480772017531092009-07-22T21:34:37.357-07:002009-07-22T21:34:37.357-07:00Product Management in the last half decade that I ...Product Management in the last half decade that I am associated with this field has gone some major and subtle changes. Of late I am finding it to be touted as an anchoring role... a constant readjustment of various interest groups associated with the product. <br /><br />Keeping this observation and juxtaposing it with a matrix of established and new products and the product roadmap timeline is what makes the task of product management more complex and difficult. Most of this is in the behavioral aspect. For example, a new PM for an established product meeting a customer and propagating a point of view of the interaction gets an reaction from an old support hand like 'I have been with this customer for ages and he does not want what you are saying and really want this and in the past I have solved a major escalation by working on this line and doing this....’. In the face of hard facts like this the PM/PMM can not do much if at all he knows that this approach is short sighted or otherwise flawed and does not share the organizational strategic objectives. Of course what he can do is to strategize how to counter this. <br /><br />But all said and done this is also what makes this the most interesting task in hand, switching roles and a chance to really contribute to both the top and bottom line of the company. Very few other jobs offer that.Chinmoyhttps://www.blogger.com/profile/17881810607974561453noreply@blogger.comtag:blogger.com,1999:blog-12423019.post-5628609900322110032009-07-22T20:22:32.128-07:002009-07-22T20:22:32.128-07:00Derek,
Nice work. I agree with the metaphors (CE...Derek,<br /><br />Nice work. I agree with the metaphors (CEO, steward, etc.) However, one doesn't just get the title, they have to earn the title by gaining the requisite experience and earning empowerment.<br /><br />I am inspired by an OpEd piece in the NY Times today (July 22, 2009) by Tom Friedman. In the piece, he describes how troops deployed over and over again in Afghanistan have really learned the lay of the land, the cultures of the people, and in short. The situation has produced a set of 'out of the box' thinkers who don't think that the shortest point between to spots is a straight line. How cool is that!?<br /><br />Product managers earn their stripes by raw time in the trenches, doing the job, doing the politics, and getting results. With this, the title metaphors can be more aptly earned.<br /><br />Steven Haines<br />Author: The Product Manager's Desk ReferenceSteven Haines - Sequent Learning Networkshttps://www.blogger.com/profile/06021959373883751337noreply@blogger.com