Debunking 4 Product Management Myths
Common Misconceptions in Product Management And What They Actually Mean
From the age-old mantra, "The customer is always right" to the belief that "A great product sells itself," these myths can shape, and more often distract us from, how to build and manage great products.
This edition of the newsletter debunks some of these myths and shows what can be done alternatively.
The customer is always right
For decades, the belief "The customer is always right" has been the number one saying in customer service. It is based on the idea that prioritizing customer satisfaction above all else will lead to positive word-of-mouth and growth down the line.
Debunking the Myth
While valuing customer feedback is important, taking it to the extreme is problematic.
Customers often lack the expertise needed to make informed decisions about building a good product, especially in software development. They usually know their problem well and then try to solve it within the realm of what they know. This usually means gluing a feature into the existing product to solve their specific need.
Relying too heavily on this kind of input can result in a product that's overloaded with features—what we often call a "Frankenstein" product. This can make the product difficult to use and maintain.
In addition, consistently siding with customers can demoralize employees. When team members feel that unrealistic customer demands constantly override their expertise and decisions, their morale and productivity can suffer. This not only affects the quality of the product but also the overall work environment.
Lastly, always agreeing with customers can undermine a business's integrity and long-term goals. A product needs a clear vision and strategy to succeed. Blindly following every customer demand can lead the product away from its core objectives, making it harder to use and unfocused in the long run.
Product managers need a technical background
The belief that product managers need to be technical comes from the idea that understanding the technical aspects of a product is crucial for making informed decisions. In a tech-driven environment, it's assumed that a product manager must have a deep understanding of the technology stack and development processes to effectively communicate with engineers and make sound decisions about the product’s development.
Debunking the Myth:
While having technical knowledge can be beneficial, it’s not a prerequisite for being a successful product manager.
Firstly, product management is fundamentally about understanding user needs and translating them into valuable product changes. This requires strong skills in user research, empathy, and the ability to synthesize feedback into actionable insights.
Secondly, product management involves strategic thinking and decision-making. Product managers need to set a vision for the product, define its value proposition, and prioritize based on business goals. These tasks require a strong understanding of the market, competitive landscape, and business strategy, rather than technical expertise.
Moreover, product managers must excel in communication and collaboration. They work with various teams, including engineering, design, marketing, and sales, to bring a product to market
Many successful product managers come from non-technical backgrounds such as business, design, or psychology.
While technical knowledge can be helpful, it’s not essential to be a good product manager. The key to success in product management lies in understanding user needs, strategic thinking, effective communication, and leveraging the expertise of the technical team.
A great product sells itself
Many believe that once you create a high-quality, innovative product, it will naturally attract users with minimal to no effort. There's a strong belief in the power of word of mouth. People assume that satisfied users will share their positive experiences, creating a viral effect that drives growth.
Additionally, with the rise of Product Led Growth (PLG), there's a tendency to think that focusing on the product alone is enough. This belief is especially strong in the tech world, where this mindset often leads to the assumption that good engineering and design are all that’s needed for success.
Debunking the Myth
While having a great product is crucial, it’s far from the whole story. PLG does emphasize the product as a key driver of user acquisition and retention, but this doesn’t mean other aspects of the go-to-market strategy can be neglected. Even with a fantastic product, robust marketing and sales are essential. Creating awareness, generating leads, and engaging customers are critical steps to drive users to your product in the first place.
Moreover, focusing solely on the product ignores the entire customer journey. Potential users need guidance through the stages of awareness, consideration, and decision. Each of these stages requires targeted efforts to effectively convert users.
Additionally, a great product still requires excellent onboarding and customer support. Users need to understand how to use your product to its full potential, which involves providing tutorials, documentation, and responsive support.
While a great product is essential, it won't sell itself. Effective go-to-market strategies, comprehensive user engagement, and continuous support are necessary to ensure long-term success. Balancing product quality with strategic marketing and customer support is key to truly driving growth and achieving success.
Product managers are the CEO of the product
The idea that product managers are the “CEO of the product” is popular because it highlights the level of responsibility and ownership product managers have over their products.
It suggests that product managers are the primary decision-makers, responsible for the product's success or failure, similar to how a CEO is responsible for the success of a company. This comparison underscores the importance of their role in shaping the product’s vision, strategy, and execution.
Debunking the Myth
While the comparison between product managers and CEOs captures the significant responsibility they carry, it oversimplifies and misrepresents the nature of their role.
Firstly, unlike CEOs, product managers do not have authority over all aspects of their products. They work within an organization and must collaborate with other departments such as engineering, design, marketing, and sales. Product managers need to influence and negotiate rather than command. They rely on cross-functional teams to execute their vision.
Secondly, product managers often lack direct control over key resources. CEOs typically have control over budget allocation, hiring, and organizational priorities. In contrast, product managers usually work with allocated budgets and resources provided by their departments. They must make strategic decisions within these constraints and advocate for the necessary resources to achieve their goals.
Lastly, product managers are focused on delivering value to users and achieving business goals, whereas CEOs have a broader scope, including managing investor relations, company culture, and overall corporate strategy. The scope of a product manager’s responsibility is narrower and more focused on product-specific outcomes.
Successful product management is characterized by strong collaboration and influence rather than authority. While the idea of product managers as the “CEO of the product” highlights the significant responsibility they carry, it oversimplifies their role.
Effective product management is about collaboration, influence, and balancing various inputs and constraints. Product managers drive product success by working closely with cross-functional teams, rather than acting as top-down decisionmakers.