Product management · Product Development

What areas of product management do you struggle with the most?

Richard Holmes Senior Product Manager at Shutl

September 23rd, 2016

For some PMs it's managing stakeholders, for others it's developing a deeper understanding of technology. As a product manager we're expected to have many different skill sets. Which skills / knowledge do you struggle with the most? Since we're a diverse bunch I've put together a little survey to try and identify some trends.


Take the Product Management Skills survey: https://www.surveymonkey.co.uk/r/DTVBGS3
You have an idea. Now it’s time to turn it into a brilliant and beautiful product. In this course, you’ll learn specialized tactics to study your user, create testable wireframes, and transform them into fully functioning features and products.

Rod Abbamonte Co Founder at STARTREK / @startupHunter / @startupWay / @CoFounderFound / @GOcapital / @startupClub / @lastminute

September 23rd, 2016

Traction with whom consume/buy your product.

Anila Arthanari Cofounder & CTO at Iris PR Software

September 23rd, 2016

As a technologist who's recently put on the product leader hat, understanding how product builds/features move business numbers is a big challenge. For example, how is this feature we are building, going to increase adoption or generate new leads or increase avg MRR etc.  The correlation is there but can I attach it to causation?

Mats Samuelsson IoT Executive > GM, VP Product Management, Business Dev, Marketing | IoT Business Definition, Creation & Growth

September 23rd, 2016

What areas of product management do you struggle with the most?Richard, I will not answer for myself but having managed and worked with a lot of product managers over the years, the three most common problems is lack of technology knowledge (you have to be able to stand up to developers), business knowledge (you really need an MBA) and understanding the three roles of a product manager: 1. Make sure that the right product or feature set is developed. 2. Make sure it is delivered to the market in a timely way and 3: Be responsible for the success of what has been delivered in the market place. Most PMs fall apart on all three and therefore become ineffective cubicle-sitters setting up meetings when they should keep a pulse on the market, work with customers and be out supporting the sales of the completed product. A PM should work hand in hand with the development head and participate hands on in things like agile meetings, motivating engineers and make sure that customer support is there. Releasing a product without a couple of customers lined up is a sign of incompetence but I have seen it time and time again. MS

Santhosh Nair Chief Technical Officer at SearchForce Inc.

September 23rd, 2016

Unless building a completely new product/business from scratch, you are trusted with the responsibility to layout the ‘best path forward’ to maximize  value for shareholders and customers, at the time minimizing the business risk. Your ability to access the risk factors is highly influenced by your depth of understanding on market conditions as well as technology.  Product Managers who are weaker in either area will have a hard time ‘visualizing the best course’ in their mental model and often end up picking a sub-optimal path, that costs more resources and time