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Date : August 26, 2024
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Questioning the Product Management Landscape

As product managers, one of the most compelling questions we often encounter is: “How many products are you managing in your role?” This seemingly simple inquiry quickly reveals the complexities and nuances of product management. It opens up a dialogue about definitions, responsibilities, and the varying structures of organizations. Let’s dive into this topic and explore the diverse perspectives shared by fellow product managers.

The Complexity of Defining Products

A noteworthy comment highlighted a significant point: “every org defines a product differently.” This statement invites us to reflect on the diverse interpretations of what constitutes a ‘product.’ In some organizations, a product could be a single application, while in others, it may refer to individual features or pages within an application. For example, in the fintech world, companies might consider each page of their platform - such as the dashboard, search functionality, transaction history, and integrations - as separate products. This variance in definition can radically change how we approach product management.

Measuring Workload vs. Effectiveness

Another critical perspective shared was the distinction between measuring workload and evaluating effectiveness. The commenter pointed out that the number of teams a product manager oversees does not necessarily correlate with their proficiency in the role or their ability to deliver value. It raises an essential question: Does managing multiple teams hinder a product manager’s capacity for discovery work?

In an environment where a product manager is juggling four teams of engineers, the focus may lean heavily toward maintaining the pipeline of defined work rather than allowing time for exploration and innovation. This balance is vital; without adequate time for discovery, the product could stagnate, missing out on potential improvements and new features that could enhance user experience.

The Case of Major Players

Looking at larger organizations, such as Google, provides further insight into this discussion. These companies often face the challenge of merging product organizations and establishing effective metrics for measuring product managers. For instance, Google’s PSHE (Product, Strategy, Human Experience) framework emerged as a way to evaluate PM effectiveness. However, even within such a large entity, the definition of a product can vary widely — search functionalities could be dissected into images, shopping, news, and snippets from articles, each potentially treated as a distinct product.

Furthermore, when considering integration work with the Google Cloud platform, a technical team might classify Docs, Sheets, Slides, and their corresponding cloud functionalities as separate products. This segmentation underscores the complexity of product management in a multifaceted environment and the importance of aligning definitions across teams.

Real-World Application: Product Lines and Features

In practical terms, some product managers shared their experiences of managing product lines and features. One noted that they typically oversee one product line while managing between three to four features concurrently. This approach allows for a more focused strategy, ensuring that each feature receives the attention it deserves while still being part of a larger product vision.

This method can promote deeper engagement with the product, leading to better outcomes and a more refined user experience. It emphasizes the importance of not just quantity but quality in product management.

Conclusion: The Takeaway

In summary, the question of how many products a product manager oversees is not just a simple number; it’s a gateway into understanding the intricacies of product management within various organizational structures. As we reflect on our roles, it’s essential to recognize that definitions, responsibilities, and workloads can differ vastly.

Ultimately, what matters is finding the right balance that allows for effective management while fostering innovation and discovery. Whether you’re managing a single product or multiple features across several teams, the goal remains the same: delivering value to users and driving the success of the product.

As we continue to navigate this complex landscape, let’s keep the conversation going. How do you define a product in your organization, and how does that shape your role as a product manager? Share your thoughts in the comments below!