What’s Your Flavour?
Why One Size Product Management Doesn't Fit All
Product management has quickly become a critical role in the tech industry, yet it remains one of the most varied and sometimes misunderstood positions. Unlike engineering, design, or agile methodologies—which have well-established practices—product management is still finding its footing. Many of us have "fallen into" the role without formal training, leading to feelings of imposter syndrome as we navigate uncharted territory.
The lack of a universal definition adds to the complexity. Some see product managers as the "mini-CEOs" of their product lines, while others view them as project coordinators, technical leads, or facilitators. Job descriptions across the industry reflect this ambiguity, with required skills ranging from deep technical expertise to marketing prowess, and everything in between.
This evolving nature is further highlighted by the emergence of new sub-disciplines like Product Operations, which focuses on scaling product practices and improving operational efficiency. Product management continues to adapt to meet organisational needs.
The role varies significantly across different companies. At Amazon, the emphasis is on customer obsession and data-driven decisions. Product managers write detailed narratives to propose ideas, always working backward from the customer's needs. Google values discovery, data and experimentation, but suffers from launch bureaucracy. Microsoft focuses on technical feasibility and non-functional requirements. Stripe is all about the development experience, meanwhile Apple and AirBnB prioritise design thinking, craft and product marketing.
These variations mean that what works well in one environment might not translate effectively to another. Some product managers excel in a specific context but struggle when moving to a different company because they're accustomed to a particular way of operating. This rigidity can make them brittle when facing new challenges or cultures.
It's common to feel that only parts of product management theory apply to your situation. If you're working on internal tools, go-to-market strategies or product marketing might not be relevant. Conversely, a PM launching a consumer app would find those areas crucial. This brings us to a key point: teams and companies shouldn't adopt a framework or process without first reflecting on their unique needs.
Before embracing any methodology, consider the forces acting on your team and product. Are you building something new from scratch, or maintaining and improving an existing product? Are you part of a platform team supporting other products, or delivering directly to end-users? How much risk can your product handle—are you in a highly regulated industry like finance or healthcare, or in a more flexible space? Are you targeting businesses or consumers, each with different dynamics and expectations? What's the organisational culture—do you need to navigate complex office politics, or is decision-making more straightforward?
Understanding these factors helps you choose a product operating model that aligns with your specific context. While fundamental principles like focusing on user needs, fostering collaboration, and continuous discovery remain constant, the way you implement them should be tailored to your situation.
Avoid the temptation to adopt a framework just because it's popular or worked elsewhere. Reflect on what your team genuinely needs. Processes should serve your goals, not dictate them. The beauty of product management's relative youth is that we have the opportunity to shape it according to our specific needs.
Instead of forcing your organisation into a prescribed framework, take the time to understand your unique context and build practices that work for you. Remember, there's no one-size-fits-all approach in product management. The best method is the one that helps your team deliver value to customers while operating within your constraints and leveraging your strengths.
By embracing adaptability and focusing on what truly matters for your product and team, you'll be better equipped to navigate the complexities of product management. It's not about following someone else's script—it's about writing your own playbook that considers the unique forces at play in your environment.
In the end, product management is about finding the right balance for your specific situation. By being mindful of your unique context and staying flexible, you can develop an approach that not only addresses your current challenges but also positions your team for future success.