pm, gpm, product leader
context is internet product roles. in a large internet company. this might not be true for a startup or a non internet company
create the best product
- are decisive — take decisions keeping user experience, tech complexity & business complexity in mind. Strive to be up to date on user experience, org, tech & business
- are influential — good with stakeholder mgmt; can navigate org. hurdles
- execution ownership/make it happen — not stop at 99% but strive & go to 99.9999%; push other stakeholders to do that as well.
- drive oneself to give the best — ownership, problem solving, decision making, influence
- understand & align with org/product culture
group product managers
- drive PMs to be the best
- hire the best PMs, designers, analytics, marketing managers
- manage the product & team management complexity
- unblock challenges related to that product (across tech, ops, mktg, design)
- drive GPMs to be the best
- influence product culture through GPMs
- unblock challenges across all products
- manage executive complexity
- able to take org culture debt & structure the product org for maximum effectiveness (to be the best catalyst to drive things forward & better)
the higher up you go, the higher the complexity that needs to be managed around user experience, tech complexity & business complexity.
- most of the online articles have a bias towards startup product management role which is very different to what is explained above. they also talk a lot about managing the org. cultural complexity to make sure things happen & there is product market fit etc… They are not necessarily a PM role responsibility. ← I am open to hear alternate perspectives here
- if someone has created a great product in their prev role, it just means that they are a great PM. It needn’t necessarily mean that the person is a great GPM or a product leader.
P.S: This article has been written to structure my own thoughts & hear your feedback based on your own experience. Feel free to comment or write to me.