A Product Manager’s role varies depending on the organisation and industry in which it operates; and when effectively empowered, it can result in tremendous business success.
The Product Manager’s role is often a blend between commercial (being aware of what is out there in the market, and where possible opportunities lie), technical (aware of the technological opportunities and limitations), empathetic (being aware of the user’s needs and pain points). Often being described as the evangelist of a product and promoting it to a wider audience; responsibilities stretch from steering product development activities, through to bringing together stakeholders to ensure the product delivers value over time towards a common goal.
As a Product Manager (and as with many other roles) you’ll likely encounter some sticking points. But how teams and organisations conquer these, as opposed to exacerbating them, is what truly lies in their merit.
In our experience, many of these problems arise across six core areas: poor brand alignment and ambition, siloed working derived from culture challenges, an absence of quality customer intelligence and insight, accurate and readily available data, strategy and alignment to a North Star, or technology implementation – or, more often than not a combination of these.
In such situations Product Managers must remain agile in their approach. Let us guide you through some project management methodologies which we believe will help level the playing field.