| > ...to facilitate decision making, make the project move forward. This is what is called “delivery” in the product management discipline. And this is usually the part that “Product managers” hate doing. The other part is “discovery”, it is meant to discover what to build, and this is the part that “Product managers” love doing. >If you are a startup B2B founder, I want to give you one piece of advice, don’t ever give a lot of power to product managers as long as you want to innovate. The article seems to make the point that PMs both love exploring and finding out what people want but also that they don't and that is the issue. It seems the author started by arguing project managers are all over the place, and (my line of thinking) that B2B companies therefore should be focused more on execution and delivering, not just finding a bunch of cool new tech/ideas to pursue. But then in the next few paragraphs they diverge by saying PMs actually stifle innovation because they want to look at data and improve things. They don't actually want to imagine something brand new. This makes no sense. I would agree that in a B2B environment, you want things that work, not a shiny new UI and new products every couple of months. Businesses are focused on revenue, not flashy new things like consumers might be. They want to know if it works. And if you're selling to other businesses, reliability is far more important than new features. Why does everyone use SAP and Oracle? It is certainly not because they innovate. I think the author just got very confused with their points and didn't know how to argue against PMs, but they clearly have a vendetta. |