Issue #5
In today's edition, among other things:
💜 Embracing Failure in Product Space to Drive Innovation and Growth
💪 Interesting job opportunities in Product Management
📢 A subjective list of product/tech news
🍪 Product Bites - small bites of product data
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It will take you a little over an hour to read this edition. Plenty of substance (or meat)! (For the vegans – lots of product tofu!)
Grab a notebook 📰 and your favourite drink 🍵☕
Editor’s Note by Łukasz 💜
The power of support: The key role of product managers in team success
In the dynamic world of product development, the role of a product manager extends far beyond traditional roadmap management and priority setting. One of the most important, yet often underappreciated aspects of this role is team support. This element can make the difference between an average and an exceptional product.
A product manager acts as a bridge connecting different departments and perspectives within an organization. They provide the team with clear direction, business context, and a deep understanding of customer needs. This support is fundamental to the success of the entire venture for many reasons.
First and foremost, when the team understands the "why" behind product decisions, members are more motivated and engaged in their work. These are no longer just tasks to be completed, but elements of a larger vision in which everyone has a part. This awareness of purpose can significantly impact the quality of work and the innovativeness of solutions.
Clear communication of priorities and goals allows the team to focus on what really matters, eliminating unnecessary activities. In a world where time and resources are limited, this ability of the product manager to direct the team's attention to key areas is invaluable. It leads to greater efficiency and better utilization of each team member's talents.
A supportive product manager also creates an environment where team members feel safe sharing ideas and experimenting. This is key to innovation. When employees know that their ideas are valued and mistakes are treated as learning opportunities, they are more likely to take creative risks that can lead to breakthrough solutions.In the complex world of product development, conflicts between different stakeholders are inevitable. Here, the role of the product manager as a mediator and arbitrator becomes crucial. With their broad view of the product and business, they can help resolve misunderstandings, keeping the team on track and preventing conflicts that could harm the project.
We can't overlook the role of the product manager in the personal development of team members. Through mentoring, sharing knowledge and experience, the product manager contributes to the development of skills and competencies of their team. This not only improves the quality of work but also builds loyalty and engagement of employees who feel that their development is important to the organization.
Effective team support by the product manager not only increases productivity but also builds a culture of trust and collaboration. As a result, the team is able to create better products, respond faster to market changes, and achieve better business results. It is this synergy between the product manager and the team that often determines a company's competitive advantage.
Let's remember that product success is not just the result of good strategy or innovative technology, but above all the result of the work of a motivated and well-supported team. A product manager who understands and appreciates this truth becomes not just a product leader, but a true catalyst for the success of the entire organization. In a world where products are becoming increasingly complex and markets more competitive, this role of a supportive leader becomes not a luxury, but a necessity for any company that wants to succeed.
💪 Product job ads from last week
Do you need support with recruitment, career change, or building your career? Schedule a free coffee chat to talk things over :)
Senior Product Manager - Avaaz
Senior Product Manager - Cisco Meraki
Senior Product Manager - JPMorgan Chase
Product Manager - SolidProfessor
Product Manager - Outschool
Product Manager Associate - Akamai Technologies
Associate Product Manager - Veeva Systems
Product Manager - PowerSchool
Product Manager - Worldline
🍪 Product Bites (2 large 🍪 and 1 small 🍪)
🍪 Product Management Certifications - Are they worth the investment?
Product management is a dynamically evolving field that requires a wide range of skills and knowledge. In recent years, numerous certifications have emerged to validate product managers' competencies. But are they worth investing in?
Growing popularity of certifications
As the role of a product manager becomes increasingly crucial in organizations, the demand for skill validation in this field is also growing. Certifications are seen as a way to standardize knowledge and skills in an industry characterized by diverse approaches and methodologies.
Most popular certifications
Among the most recognized certifications in product management are:
1. Pragmatic Institute Product Management Certification
https://www.pragmaticinstitute.com/product/product-management-certification/
2. Product School's Product Manager Certification (PMC)
https://productschool.com/product-manager-certification
3. Productside Product Management Certification
4. Professional Scrum Product Owner (PSPO) Certification by Scrum.org
PSPO I
https://www.scrum.org/assessments/professional-scrum-product-owner-i-certification
PSPO II
https://www.scrum.org/assessments/professional-scrum-product-owner-ii-assessment
PSPO III
https://www.scrum.org/assessments/professional-scrum-product-owner-iii-assessment
5. Certified Product Manager (CPM) by AIPMM
Each of these certifications has a slightly different focus and scope, but all aim to validate the core skills of a product manager.
Benefits of having a certification
Proponents of certifications point to several potential benefits:
Skill validation: Certification can be proof of specific knowledge and skills, which can be particularly valuable for those starting their careers in product management.
Structured learning: Certification programs often offer a comprehensive overview of key aspects of product management, which can help systematize knowledge.
Networking: Many certification programs provide opportunities to connect with other industry professionals.
Potential increase in job market opportunities: Some employers may prefer candidates with certifications, especially for less experienced product managers.
Criticism of Certifications
However, product management certifications also have their critics. The main arguments against them include:
Lack of standardization: Unlike some other fields, there is no single, universally recognized certification standard in product management.
Limited practical value: Critics argue that real experience and the ability to adapt to specific situations are more important than theoretical knowledge gained during certification courses.
Costs: Many certification programs are relatively expensive, which can be a barrier for some individuals.
Rapidly changing field: Product management evolves very quickly, which means that knowledge gained during certification may quickly become outdated.
Alternatives to certification
Instead of formal certifications, some experts recommend focusing on:
Gaining practical experience: Working on real products and projects is often more valuable than theoretical knowledge.
Continuous learning: Reading industry blogs, books, attending conferences, and webinars can help stay up-to-date with the latest trends.
Building a portfolio: Demonstrating specific achievements and projects can be more convincing to potential employers than a certificate.
Developing soft skills: Communication, leadership, and analytical skills are often crucial in the role of a product manager.
Summary
The decision to obtain a certification in product management should be made individually, considering personal career goals, experience, and job market situation. For some people, especially those early in their careers, certification can be a valuable addition to their CV and a way to systematize knowledge. For more experienced product managers, practical experience and continuous learning may be more valuable than formal certification. Regardless of the decision about certification, the key is to continuously develop skills, follow industry trends, and build a network of contacts. Product management is a field that requires constant adaptation and learning, and success in this role depends on many factors, of which formal certification is only one element.
🍪 Unlocking the potential of product teams with Petra Wille's "Strong Product People"
In today's dynamic world of technology and innovation, the role of a product manager is becoming increasingly crucial. In her book "Strong Product People: A Complete Guide to Developing Great Product Managers", Petra Wille offers product leaders invaluable tools and strategies to develop and strengthen product teams. This book is not just a guide, but an inspiration for those who aspire to build strong and effective teams.
"Strong Product People" is a comprehensive guide that focuses on developing the skills of product managers and building an organizational culture conducive to innovation. Wille divides the book into five key parts, each focusing on a different aspect of managing a product team:
Defining the role of a product manager: The author helps leaders precisely determine what competencies and characteristics an effective product manager should possess in the context of their organization.
Team management: Wille offers tools for effective team management, including motivational techniques and performance evaluation methods.
Recruitment and onboarding: The book provides practical tips on recruiting top talent and effectively onboarding new team members.
Team development: The author emphasizes the importance of continuous skill development of team members through coaching and mentoring.
Building organizational culture: Wille shows how to create a work environment that supports innovation and growth.
In "Strong Product People", Petra Wille combines deep theoretical knowledge with practical experience, making this book extremely valuable for product leaders. Her approach is both comprehensive and practical, offering concrete tools and strategies for immediate application. One of the most distinctive elements of the book is the "PM wheel" – a tool for visualizing the strengths and weaknesses of a product manager. This innovative approach allows leaders to better understand the developmental needs of their teams and individual members. Wille places great emphasis on coaching as a key element of team development. She underscores the importance of an individual approach to each team member, allowing for tailoring development strategies to their unique needs and strengths. This enables leaders not only to manage their teams but also to actively contribute to their development and success.The book is particularly valuable for leaders managing larger product teams, but individual product managers will also find many valuable tips for their own professional development.
Summary
"Strong Product People" is a must-read for any product leader who wants to build strong and effective product teams. Petra Wille provides not only theoretical foundations but, above all, practical tools for immediate application. Her book inspires action and shows how, through the right approach to people management, one can achieve success in the dynamic world of technology. For those who want to invest in the development of their teams and create products that truly make a difference – "Strong Product People" is an invaluable source of knowledge and inspiration.
🍪 Strategic Deficit: The hidden challenge facing product managers
In the fast-paced world of product management, strategy is often touted as the cornerstone of success. However, a recent eye-opening study conducted by Pragmatic Institute has revealed a startling reality: product managers are spending an average of 45% less time on strategy than they believe they should. This significant gap between ideal and actual time allocation poses a serious challenge for both product managers and the organizations they serve.
The time trap: Unplanned activities dominate
The study delved deep into the daily routines of product managers and uncovered a common theme: unplanned activities are consuming a lion's share of their time. These activities include:
Sudden requests from various departments
Ad hoc meetings that pop up throughout the day
Firefighting immediate issues and customer problems
Responding to urgent emails and Slack messages
These "urgent" tasks, while seemingly important in the moment, effectively divert attention and energy from the critical long-term planning and strategic thinking that drive product success.
The ripple effect: Consequences of strategic neglect
This deficit in strategic focus can have far-reaching consequences for organizations:
Short-sightedness in product development: Without adequate time for strategic planning, products may evolve reactively rather than proactively, missing key market opportunities.
Difficulty in predicting and adapting to market trends: Less time spent on strategy means less time analyzing market dynamics, potentially leading to products that lag behind consumer needs.
Reduced innovation: Strategic thinking often sparks innovative ideas. Less time for strategy can result in incremental improvements rather than breakthrough innovations.
Erosion of competitive advantage: In a fast-moving market, failing to strategize can quickly lead to falling behind more forward-thinking competitors.
Increased stress and burnout: Constantly reacting to immediate demands without time for strategic planning can lead to increased stress levels among product managers.
Bridging the gap: Solutions to reclaim strategic time
Experts in the field suggest several approaches to help product managers reclaim time for strategy:
Rigorous task prioritization: Implement frameworks like the Eisenhower Matrix to clearly define which tasks are truly strategic and which can be delegated or eliminated.
Time blocking: Dedicate specific, uninterrupted time blocks in the calendar exclusively for strategic thinking and planning. Treat these as non-negotiable appointments.
Effective delegation: Empower team members to take on more operational tasks, freeing up the product manager for strategic work.
Leverage automation: Utilize project management and productivity tools to automate repetitive tasks and streamline workflows.
Educate stakeholders: Help other departments understand the importance of strategic work for product managers, potentially reducing ad hoc requests.
Regular strategy reviews: Implement weekly or bi-weekly strategy review sessions to ensure strategic thinking remains a priority.
The path forward: Balancing strategy and execution
The Pragmatic Institute study serves as a wake-up call for the product management community. While the day-to-day operational aspects of the role are undoubtedly important, neglecting strategy can have severe long-term consequences for product success and organizational growth. For organizations aiming to maintain a competitive edge in today's rapidly evolving markets, it's crucial to create an environment where product managers have the space, time, and support for strategic thinking. This might involve restructuring teams, redefining roles, or implementing new processes to protect strategic time.Product managers, for their part, need to advocate for this strategic time and demonstrate its value through improved product performance and market positioning. By finding a balance between strategy and execution, product managers can fully utilize their potential, driving innovation and leading their products to long-term success in an increasingly competitive landscape. As the product management field continues to evolve, addressing this strategic deficit will likely become a key differentiator between organizations that merely survive and those that thrive in the digital age.
📢 Product News - What's buzzing?
📢 Amazon ends the era of remote and hybrid work:
Amazon announced that starting January 2025, it will require employees to return to the office full-time, five days a week. CEO Andy Jassy believes this decision will allow employees to better innovate, collaborate, and maintain relationships.[1]
📢 InPost invests in the British logistics market:
InPost acquired full control of the British logistics company Menzies Distribution Limited for £60.4 million. This acquisition gives InPost complete control over Menzies' express operations and press distribution.[2]
📢 Growing importance of AI skills in product management:
An industry report indicates a growing demand for artificial intelligence and machine learning skills among product managers. 72% of business leaders believe that AI applications will significantly improve the quality of their products and services.[3]
Introduction: Embracing failure in the product space – A veteran’s perspective
Let’s get one thing straight: in product development, failure is inevitable. After over a decade in the trenches, consulting with teams across industries and building products from the ground up, I can confidently say that failure isn’t just something we should tolerate. It's something we should actively embrace.
I know, I know—“embrace failure” has become one of those trendy buzz phrases. But I’m not talking about half-heartedly accepting that things go wrong sometimes. I’m talking about cultivating an environment where failure isn’t seen as a career-killer or a shameful secret, but as an essential ingredient in the recipe for innovation, learning, and, ultimately, success.
Here’s the reality: If you want to build something truly game-changing, something that solves real problems, you need to get comfortable with failure. Real, messy, inconvenient failure. I’ve seen firsthand how companies that foster a “failure-friendly” culture unlock levels of creativity and innovation that more conservative environments only dream about. These companies don’t just tolerate failure; they leverage it. They build systems that encourage experimentation, and they understand that failure is the price you pay for progress. It’s that simple.
So why is this mindset so crucial? Let me tell you. Embracing failure does four powerful things for your product team:
It boosts innovation. When you remove the fear of failure, you unleash creativity. People take risks. They think outside the box because they know that even if their idea flops, it won’t be the end of the world. In fact, it might be just the beginning.
It reduces risks and costs in the long run. That’s right. By allowing for small, manageable failures early in the process, you avoid costly, large-scale mistakes down the road. It’s all about controlled, purposeful testing and learning.
It encourages continuous discovery and improvement. Products don’t succeed in a vacuum. They need to adapt, evolve, and sometimes pivot based on real-world feedback. Failure is your greatest teacher in this iterative process.
It enhances employee well-being and engagement. When your team knows it’s okay to make mistakes, they’re more motivated, more resilient, and far more likely to stick around for the long haul. Psychological safety isn’t just a feel-good concept; it’s a productivity booster.
Now, I’m not suggesting that embracing failure means slacking off or getting comfortable with mediocrity. Not even close. Embracing failure is about setting up a system where teams can run experiments, take calculated risks, and learn fast. It’s about having the courage to ask tough questions, to challenge assumptions, and to push boundaries—all while knowing that failure is simply part of the journey.
In this article, I’m going to share how to build a culture that values failure as a stepping stone to success. I’ll break down practical frameworks like pretotyping and Minimum Viable Product (MVP) testing. These are techniques that allow you to test ideas quickly and affordably, so you can learn fast and pivot as needed. I’ll also touch on Agile and Lean methodologies, which enable teams to learn, adjust, and improve in short cycles, rather than waiting for one “perfect” release that might flop.
I’ll show you how companies are putting these methods into practice, creating products that might never have existed if they’d played it safe. You’ll see how a few strategic failures can lead to breakthrough products, reduced costs, and a company culture where people are engaged, motivated, and ready to innovate.
So, if you’re ready to stop fearing failure and start harnessing it, let’s dive in. Together, we’re going to reframe failure from a threat to a powerful tool that can transform the way you and your team think, work, and build products. Let’s get to it.
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