Product management in the tech industry shares fundamental principles with product management in other sectors, such as consumer packaged goods (CPG). At its core, product management involves strategic decision-making to answer the questions of “what” and “why” — determining the right product to build, for whom, and understanding the reasons behind its development. However, the application of these principles in the tech industry is distinct and reflects the unique challenges and dynamics of technology-driven products and platforms.
One key difference lies in the scale of tech platforms, which are often expansive and multifaceted. In the tech industry, product managers may find themselves working on large platforms with complex ecosystems. Unlike traditional CPG products, where the focus may be on a single physical item, tech platforms can encompass a multitude of features, functionalities, and user experiences, with large teams all working on the same product.
Another distinguishing factor is the direct collaboration between product managers and engineering teams in the tech industry. Unlike CPG products where external manufacturing plants handle production, tech product managers work closely with internal engineering teams to bring their products to life. This proximity to the technical development process puts a greater emphasis on team leadership skills for product managers in tech. They need to navigate the intricacies of software development, communicate effectively with technical teams, and ensure the successful execution of the product vision.
In terms of the decision-making process, product managers in tech continue to answer the “what” and “why” questions. They play a pivotal role in figuring out the right product to build, understanding the target audience, and identifying the purpose behind the product’s existence. This strategic vision guides the entire product development process, providing a roadmap for creating products that align with market needs and business objectives.
However, product managers in tech do not typically decide the “how” or “how long” of the development process. Unlike engineers who determine the technical aspects and design considerations, product managers focus on the strategic aspects of product development. They provide the vision, goals, and priorities, leaving the detailed technical decisions to the experts on the engineering team. This division of responsibilities allows product managers to maintain a strategic focus on the overall direction of the product, freeing up technical teams to excel in their specialized roles.
In summary, product management in the tech industry builds upon the foundational principles of product management seen in other sectors but adapts to the unique characteristics of technology-driven products and platforms. The scale and complexity of tech platforms often involve large teams, and product managers may find themselves carving out specific components within these platforms. The close collaboration with engineering teams places a premium on leadership skills for product managers in tech, as they navigate the complexities of software development. While they continue to answer the “what” and “why” questions, product managers in tech do not determine the “how” or “how long,” leaving the technical details to the expertise of the engineering teams. This collaborative and strategic approach is essential for successfully navigating the dynamic and ever-evolving landscape of the tech industry.
