Actually, it's a double feature. Two research documents are in the editing process:
The long-awaited results of our survey of product managers, in which we ask what they do, to whom do they report, what are their chief concerns, and how does any of this resemble what they think product management should be.
A shorter piece on what makes the technology industry (TI) different from other markets. (Spoiler alert: Rapid innovation isn't 100% wonderful, but there are easy ways to avoid the bad side-effects.)
I do in fact recall when I was first put into the role. It was exciting, but at the same time, really ridiculous. Not for any other reason than, I wasn’t working for a more senior product manager to kinda guide me a long and instruct me on what to do - I was in there on my own learning as I went. It turns out, this is ideal for me, but I recognize it’s certainly not everyone’s cup of tea.
This leads me to admission number 1: The job is damn near impossible when you first start. Actually, scratch that — it’s damn near impossible when you get 3-4 months in. This is because, at least from my experience, it takes people about that length of time to really wrap their heads around what it is they are supposed to be doing. And I believe this is where most would sink and maybe start believing, “this job is WAY too hard for me, or anyone, to really do.”
What makes the technology industry unique, and where in that marketplace you might find untapped opportunities.
What do product managers do on the job, and how does that compare to what they think they should be doing? Looking at this picture, how can you revise your product management organization to make them a more strategic resource?