What should you know before transitioning to a Program Manager role in a new industry?

A Program Manager should focus on learning the art of 'Run Anything'. The knowledge of specific industry matters, however, if you are considering to switch the domain, barring a few exceptional situations 'Run Anything' will enable you to do it. As for assessing the skills, the first step should be to map your skills against that of what's required in the target industry. That will automatically reveal the gaps (take help of industry veterans, mentors for doing it faster) Remember - for majority, these two steps should help: 1. Having a solid foundation of Project and Program Management experience 2. Skill mapping of current and target industry (to reveal gaps)

Transitioning from project to program management in the tech industry often requires a broadened skill set. A project manager with expertise in software development may assess skills using the PMI Standard for Program Management. Identifying gaps in strategic thinking and portfolio management, they embark on targeted training. This shift equips them to oversee multiple interrelated projects, aligning with the industry's demand for leaders who can navigate complexity, drive innovation, and ensure cohesive program outcomes. This example illustrates the practical application of assessing and enhancing skills for a successful program management shift in the dynamic tech job market.

That is true. We have to remember that program management is a globalist position, maybe it could be a natural development from pm or sales positions due to organizational cultures. Assessing what you have, how to build upon it and how to promote your forté to potential hiring managers is very important. You could bring to the table noew perspective of running the program from your own industry, but again we remember that it is a globalist position not a specialty so we have to keep learning the art of business and delivery of values from that point of view

When I transitioned to a program manager role in the digital arena, it was like stepping into a different world. I quickly realized the importance of adapting to the organization's culture. I made it my mission to learn the ins and outs of the Agile and to respect the norms and values that were already in place, such as user centricity. This helped me earn the trust of my colleagues and stakeholders. Being flexible and open-minded, I was always eager to learn from others, and I actively sought feedback to improve. Collaboration was crucial. I drew on my past experience to build strong partnerships and foster a team environment. It wasn't just about managing a program; it was about joining a community and leading towards shared goals.

Agreed! We need to tune our new success benchmarks that are different from tactical to strategic and that is done by analyzing, having excess of feedbacks and being open to constructive self criticism, flexibility and new learning technics. We have to shorten the learning curve but at the same time have quality info to adjust the global trajectory when needed.

When I stepped into the digital industry as a program manager, I was fortunate to partner with an incredible mentor. Even though she was technically 'junior' to me, her previous manager severely underestimated her capability - her wisdom in user research and testing was invaluable, and she championed an iterative approach to digital delivery. We forged a partnership that was both effective and mutually beneficial. She taught me to embrace agile practices, to listen intently to user feedback, and to iteratively refine our deliverables. I taught her about negotiation, program and people management and stakeholder engagement. We both succeed in our careers and I'm grateful to have had such experience available to enable my transformation.