People in product management roles—product managers, product owners, product marketing managers, and consultants—often talk about job responsibilities, methods, tools, and templates. We start from a presumption that product management is valued, and we focus on getting clarity on its mechanics.
But what about the benefits of product management?
In a world of agile methods and lean startup and business pivot, aren’t the activities of product management already being done by someone? Some by development, some by sales and marketing, some by the leadership, some by the customers themselves. And with today’s product instrumentation, can’t the product itself gather statistics on what people value?