Congratulations, product marketers: You've been a critical part of the innovation process.
Sorry to break it to you, product marketers: On average, technology vendors stink at the phase of innovation where you play the biggest part.
Translating The Nouns But Not The Verbs
By no means are product marketers per se to blame for this outcome. Until recently, the technology industry has been slow to realize how innovation works. Vendors tacitly assumed that there were two separate processes at work, one that brought new products and services to market and another that convinced people to buy and use them.
At the boundary between product management and product marketing (as clearly as you can draw one), a hand-off occurred where one process ended and another began. The hand-off created predictable problems, in the same fashion as phone companies that assign one team for turning off phone service at your old location and a second team for turning it on at your new one.
One of the most painful consequences is fragmented, incomplete, and inaccurate information about a topic of interest to everyone: adoption. Every person in a tech company depends on some understanding of the who, what, why, when, and how of adoption, from the engineer who builds the technology, to the marketer who describes it to a general audience, to the salesperson who tries to persuade specific people to buy it. With rare exceptions, the engineer, marketer, and salesperson do not share the same mental image.
Learning about customers is hard, and everyone has deadlines to meet. Meanwhile, engineers, marketers, and salespeople can achieve a gestalt on a different topic: the technology's capabilities. For product marketers, product-centric marketing content is a natural result.