How to Get Product Leadership Right

Businesses are quickly embracing product operating models in the hopes that a new way of thinking will afford them an edge in an increasingly uncertain and fast-changing market. This approach encourages organizations to think holistically about their goals, framing every decision within the context of the end-user experience.  

By freeing teams from the traditional corporate framework that prioritizes success based on progress on discrete projects, product-centered strategies direct efforts toward projects that genuinely impact overall organizational health.  

In fact, a recent Planview survey found that “leaders” in this transition are more likely to feel prepared to pivot, have confidence in their change management plans, and outperform the market than their peers. However, achieving these outcomes hinges on getting the right people for the job. 

The product hiring paradox 

This part of the equation—building the team—can be challenging for both established and start-up organizations. Openings in the field outpace active workers by nearly 3:1. Demand for executive, mid-, and entry-level talent is growing fast.    

Of course, this isn’t unique to product management. Similar trends are playing out across the tech industry, with 87% of tech leaders struggling to find skilled workers. However, those hiring product professionals face a somewhat steeper climb as familiarity with the field’s core tenets and tactics remains low, both in theory and in practice.  

Yes, product management has been a staple of corporate structure since the 1930s, with the field considered a spiritual successor to Procter & Gamble’s “brand man.” However, the role today is relatively new. It’s a product of the “as-a-service,” subscription-based, and technology-first business models that have overtaken one-time sales in the connected age. 

The nuances of the field are still widely misunderstood, and the path to a successful career in product management remains unclear to the public. That creates problems on both sides, as hiring managers are unsure what to look for when candidates lack direct experience. Also, job seekers are uncertain about what makes them desirable in the field.  

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