We kicked off the year with ‘Building & Scaling Product Management Teams’ because it was one of the most requested topics in our year end survey and it’s something Rich Mironov knows a bit about as he often comes into a company to help them sort out their team (and of course product).
@product_anon thanks for organising another fab evening! @RichMironov brilliant. Thanks for sharing your insight. #prodanon pic.twitter.com/gQBwhexVAR
— Kristen Reid (@KristenReidWP) February 27, 2018
After a quick review of what a product manager’s role is, Rich got right into the team aspect. Both problem finding AND problem solving are team sports, not only for you THE product manager. When there isn’t someone within the business who is knowledgeable about product management, you will find someone is ‘playing’ product manager.
At a startup, the founder who has the passion for the problem & users will often be working on the product. A startup founder has a lot of other responsibilities so need to think about hiring a PM when the sales pressure is increasing, they need someone to help them FOCUS & scalability is needed – often this is somewhere between hitting 12-25 employees. Rich STRONGLY believes you need to bring in someone who with experience at this point – not someone with deep domain knowledge, not someone at the company in another role, not someone with a ‘scrum’ or ‘project’ word in their title but someone who’s been here & done that & has the scars.
Product managers bring adult supervision to enthusiastic entrepreneurs – @RichMironov #prodanon pic.twitter.com/zyvyJCGoGC
— Lisa Overton (@notrevol) February 27, 2018
At any company, when it comes to building the product team. Rich believes it’s better to reduce the distance between the customer/user, the product person & the development team. His favourite structure for a team is a product person & the dev/ux/design/etc team to be close (physically & collaboratively) with the users via frequent learning conversations. He is not a fan of the customer feedback/problems/conversation filtered via sales or a single product person or marketing, etc.
Which is when we hit the controversial part of the evening – Rich believes the ‘product owner’ job is setup for failure for several reasons including they don’t have time with customers to understand the problems before writing stories & they’re not focused on the end value but productivity focused. Instead of having the owner & manager roles as separate people, it should be the same person doing both roles.
Lastly, we talked a bit more about the different roles in a product team. The product manager should be shipping great individual products, thinking 2-4 quarters ahead & is a relentless communicator of truth. The Director of PM should be focusing on processes, resources & the team. Budget & Strategy, planning for the next 6 quarters & ‘keeping the trains running’ are the focus. A Head of Product/VP is part of the executive team, focusing on aligning strategy, products & the organisation.
Hearing @RichMironov share his knowledge on building and scaling teams at @Zendesk. Thanks @product_anon for bringing his talent to us! #prodanon pic.twitter.com/KTBwcl9YL1
— Sarah Pan (@sarahpannz) February 27, 2018
Rich’s 4 takeaways for the evening were:
- The need for product management is not obvious to a lot of people including founders/CXOs
- Hire for product experience
- Product Managers own real market value and direct customer learning
- The head of product manages the PMs AND the executive team
Rich has posted the slides for your reference and perusal. And for those who couldn’t be there in person check out the full recording of the session.
A big thank you to Rich & Zendesk for a wonderful evening!!!
