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No, Product Management Isn’t Useless — You’re Just Doing It Wrong
No, Product Management Isn’t Useless — You’re Just Doing It WrongIf you think PMs just write tickets and slow things down, you haven’t seen product management done right.I’ve lost count of how many times I’ve heard some version of this:
“Do we even need product managers anymore?”
Usually, it comes after a failed launch, a bloated backlog, or a roadmap that reads like a Frankenstein wishlist stitched together by six departments and zero users.
And sure — if that’s what you think product management is, I can’t blame you for questioning it.
“Do we even need product managers anymore?”
Usually, it comes after a failed launch, a bloated backlog, or a roadmap that reads like a Frankenstein wishlist stitched together by six departments and zero users.
And sure — if that’s what you think product management is, I can’t blame you for questioning it.
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By V. Lee HensonNo, Product Management Isn’t Useless — You’re Just Doing It WrongIf you think PMs just write tickets and slow things down, you haven’t seen product management done right.I’ve lost count of how many times I’ve heard some version of this:
“Do we even need product managers anymore?”
Usually, it comes after a failed launch, a bloated backlog, or a roadmap that reads like a Frankenstein wishlist stitched together by six departments and zero users.
And sure — if that’s what you think product management is, I can’t blame you for questioning it.
“Do we even need product managers anymore?”
Usually, it comes after a failed launch, a bloated backlog, or a roadmap that reads like a Frankenstein wishlist stitched together by six departments and zero users.
And sure — if that’s what you think product management is, I can’t blame you for questioning it.