Especially in B2B companies, the product management function is key to profitable growth. Despite its importance, and obvious stepping stone to business leadership, the role is often misunderstood or poorly defined. Is it anyone wonder that product managers often feel poorly equipped to make the most of their role? In my experience, the outcome can be even worse – newly appointed product managers avoid the challenge and maintain the activities and behaviours of previous roles including technical support and day to day supply chain management!
The core purpose of B2B product management is to optimise the tension between what customers want, and are willing to pay for, versus what can be made and sold profitably. A market-back approach is essential but alone is inadequate. Strategy skills are key to identify the choices and establish rules for product line management.
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