Published: 01 April 2022
Without an appointed executive for products, whole-product thinking and solid alignment between product life cycles and customer lifetime value, product management teams achieve limited success. To build and scale teams effectively, technology general managers should apply the three imperatives.
Product management (PM) practices and teams are generally scaled because of identified skills’ requirements or efforts to specialize in certain tasks; few have broader product management development strategies in place.
Few digital products are developed as “whole-product experiences” — especially for packaged SaaS solutions with software and service components.
Product management methodologies and approaches have long been structured according to stage gates, narrow product-centric orientations and project management principles without complete life cycle priorities.
Technology general managers, looking to scale their teams and practices to manage products and services should:
Extend strategic priorities into resource management planning and duties for PM
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