a:9:{s:5:"label";s:4:"Text";s:15:"input_limit_msg";s:17:"character(s) left";s:13:"default_value";s:6899:"Even though Andreessen wrote this for startups, the importance of that last sentence about product-market fit holds truth for every organization — whether the organization is getting a new product to market or redesigning an existing experience or anything in between. It is a universal road map to success, and it is the core of what product managers are responsible for.
With that as the backdrop, my definition of the role of a product manager would be to achieve business success by meeting user needs through the continual planning and execution of digital product solutions.
This definition summarizes all of the things that a product manager needs to obsess over: the target market, the intricacies of the product, what the business needs in order to succeed, and how to measure that success. It also encapsulates the three things that a product manager should never lose sight of:
The ultimate measure of success is the health of the business and, therefore, the value that the product provides to users.
Everything starts with a solid understanding of the target market and its needs, so that the focus remains on the quality of the product experience.
A continual cycle of planning and execution is required to meet these market needs in a sustainable way.
So, how does this translate to what a product manager does every day? That question is way too big to answer here, but as an introduction, Marty Cagan has a great list of common tasks that product managers are responsible for in his ebook Behind Every Great Product (PDF). The tasks include:
identifying and assessing the validity and feasibility of product opportunities,
making sure the right product is delivered at the right time,
developing a product strategy and road map for development,
leading the team in executing the product’s road map,
evangelizing the product internally to the executive team and colleagues,
representing customers through the product development process.
But before a product manager is able to do these things, a couple of awkward questions have to be asked. First, do companies really need product managers? And, if we can agree on that, what are the characteristics of a good one? Also, where does this role fit in an organization’s structure? Let’s explore these questions.

Even though Andreessen wrote this for startups, the importance of that last sentence about product-market fit holds truth for every organization — whether the organization is getting a new product to market or redesigning an existing experience or anything in between. It is a universal road map to success, and it is the core of what product managers are responsible for.
With that as the backdrop, my definition of the role of a product manager would be to achieve business success by meeting user needs through the continual planning and execution of digital product solutions.
This definition summarizes all of the things that a product manager needs to obsess over: the target market, the intricacies of the product, what the business needs in order to succeed, and how to measure that success. It also encapsulates the three things that a product manager should never lose sight of:
The ultimate measure of success is the health of the business and, therefore, the value that the product provides to users.
Everything starts with a solid understanding of the target market and its needs, so that the focus remains on the quality of the product experience.
A continual cycle of planning and execution is required to meet these market needs in a sustainable way.
So, how does this translate to what a product manager does every day? That question is way too big to answer here, but as an introduction, Marty Cagan has a great list of common tasks that product managers are responsible for in his ebook Behind Every Great Product (PDF). The tasks include:
identifying and assessing the validity and feasibility of product opportunities,
making sure the right product is delivered at the right time,
developing a product strategy and road map for development,
leading the team in executing the product’s road map,
evangelizing the product internally to the executive team and colleagues,
representing customers through the product development process.
But before a product manager is able to do these things, a couple of awkward questions have to be asked. First, do companies really need product managers? And, if we can agree on that, what are the characteristics of a good one? Also, where does this role fit in an organization’s structure? Let’s explore these questions.

Even though Andreessen wrote this for startups, the importance of that last sentence about product-market fit holds truth for every organization — whether the organization is getting a new product to market or redesigning an existing experience or anything in between. It is a universal road map to success, and it is the core of what product managers are responsible for.
With that as the backdrop, my definition of the role of a product manager would be to achieve business success by meeting user needs through the continual planning and execution of digital product solutions.
This definition summarizes all of the things that a product manager needs to obsess over: the target market, the intricacies of the product, what the business needs in order to succeed, and how to measure that success. It also encapsulates the three things that a product manager should never lose sight of:
The ultimate measure of success is the health of the business and, therefore, the value that the product provides to users.
Everything starts with a solid understanding of the target market and its needs, so that the focus remains on the quality of the product experience.
A continual cycle of planning and execution is required to meet these market needs in a sustainable way.
So, how does this translate to what a product manager does every day? That question is way too big to answer here, but as an introduction, Marty Cagan has a great list of common tasks that product managers are responsible for in his ebook Behind Every Great Product (PDF). The tasks include:
identifying and assessing the validity and feasibility of product opportunities,
making sure the right product is delivered at the right time,
developing a product strategy and road map for development,
leading the team in executing the product’s road map,
evangelizing the product internally to the executive team and colleagues,
representing customers through the product development process.
But before a product manager is able to do these things, a couple of awkward questions have to be asked. First, do companies really need product managers? And, if we can agree on that, what are the characteristics of a good one? Also, where does this role fit in an organization’s structure? Let’s explore these questions.";s:7:"desc_el";s:3:"div";s:5:"class";s:0:"";s:9:"show_desc";s:1:"0";s:8:"desc_pos";s:4:"none";s:9:"desc_text";s:0:"";s:11:"conditional";s:0:"";}