What’s going on with platform product?
What’s Going On with Platform Product Management?
In the ever-evolving landscape of technology, the role of platform product managers has become increasingly complex and often misunderstood. If you’ve ever worked at a sizable organization, there’s a good chance you’ve encountered product managers responsible for internal systems that are not directly customer-facing. These roles often encompass critical areas such as centralized infrastructure, identity management, and data transport platforms. While customer-facing platform product managers are vital (think of the PM for a core product), this post will focus on those who manage internal platforms.
The Shifting Landscape Post-COVID
The COVID-19 pandemic has left an indelible mark on the tech industry, leading to significant downsizing and restructuring. A concerning trend observed by many is the disproportionate targeting of platform product roles during these cuts. These roles are often seen as non-revenue-driving, making them more vulnerable in a cost-cutting environment.
One comment from a former platform team member highlights this reality: “I was on a platform team and laid off in 2022 (team went from ~15 to 5). Platform teams don’t directly drive revenue, so they are often cut.” This sentiment resonates with others who have witnessed similar layoffs.
The Perception of Platform Roles
A common misconception is that engineering teams can effectively manage platforms without dedicated product involvement. However, the necessity of a product manager largely depends on the platform’s maturity, its nature, and the ever-changing business environment.
Understanding the Role of Platform Product Managers
If you’re a platform product owner whose responsibilities are limited to a single client or product, you may not truly be managing a platform. Instead, you might be overseeing a functional capability within an existing product, rendering your role somewhat redundant. The distinction is crucial:
- Single Client Focus: If your work is solely tied to one product, consider whether you genuinely possess a platform or simply a feature.
- Multi-Product or Enterprise Support: If your efforts span across various products or product lines, continually enhancing capabilities, then you are indeed managing a platform.
Conversely, if you are responsible for an internal platform that isn’t directly tied to revenue, you may find yourself managing a cost center. In such cases, your focus should be on minimizing costs and identifying network effects. This can involve exploring scalability and applicability to adjacent markets to spread costs across a broader spectrum.
Demonstrating Value in Cost-Centric Roles
It’s essential for platform product owners to articulate their value effectively. This can be achieved by:
- Cost Management: Show how your initiatives contribute to minimizing operational costs.
- Client Feedback: Actively seek and analyze client feedback to identify missing capabilities that could enhance the platform.
- Data Utilization: Leverage the data generated by the platform to derive insights that can improve customer experiences.
- Market Awareness: Stay informed about potential substitutes in the market, such as external SaaS products. Understanding competitors and their offerings can help you better meet your clients’ needs.
One insightful perspective shared was from a PM at a large organization who supported an internal product specifically for sales users. Despite the challenging landscape, their team remained stable during the upheaval and played an integral role in the organization’s digital transformation journey. This example highlights that with the right focus and alignment with organizational goals, platform product roles can remain valuable.
Reflecting on Value
As we navigate these turbulent times, it’s vital for platform product owners to reassess their contributions to the business. If you haven’t considered the above factors, it’s worth asking: what value are you bringing to your organization?
The role of a platform product manager is not merely about managing a tool; it’s about driving strategic initiatives that can influence the broader organization. If you find yourself in a role that seems disconnected from tangible outcomes, it may be time to pivot or redefine your approach.
Conclusion
The future of platform product management is uncertain, but one thing is clear: the value of these roles must be clearly communicated and understood. As organizations continue to adapt and evolve, the ability to articulate how platform product management contributes to overall business success is more critical than ever.
Have you experienced similar challenges in your role? What strategies have you employed to demonstrate the value of platform product management? Share your thoughts in the comments below!