We’re thrilled to announce $72M in Series C financing!
I get asked this question a lot. Either because folks are hiring a product manager or because they want to get better at product management themselves.
We have recently been looking for some great design and engineering minds to join our productboard team. Having done hundreds of interviews in the past, I have been following my recruiting routine of screening candidates, asking about their past experiences, fishing for concrete examples of brilliance, drive, and leadership in their fields.
I want to forget, at least for now, the obvious need for a clear overarching vision, trust, accountability and a culture of cooperation. Without these, you will not build a great product no matter what, so let’s assume that these are in place. (Wishful thinking, I know, but let’s not go there now.)
Given the long history of myriad frameworks and methodologies, it seems like the customer, her goals, pains and motivations are besieged on every front. Everyone is trying to analyze her, everyone is trying to understand her, everyone is trying to learn how to satisfy her.
Now we are familiar with the various product management activities (product strategy, product development, and product marketing). As these activities become specialized and different people (or even distinct teams) take on each function, they align around the same goal of delivering a viable product customers will use and love. Everyone is on the same page when it comes to understanding who exactly the target customer is, what her key goals and pains are, and what solution alternatives are available to her. Nothing can stop them from building a product that will be a runaway success.
Product Management seems to be the least defined and standardized discipline out of the corporate functions — sales, support, HR, finance, engineering, even demand generation tends to have much more standardized structure and best practices.