Reversing the Product Manager's Evolution from Value Creator to Team Tyrant

The title "Product Manager" has become increasingly controversial in recent years, as many software development teams have experienced a shift in the role's impact on projects.

"I think that the product owner is the worst thing that Scrum has visited on the software world. It is a bad bad idea!"?--?Mary Poppendieck.

What was once a position dedicated to adding value to products has gradually transformed into a team dictator, hindering collaboration and stifling creativity.

Why do these issue arise and is the title part of the problem?

The Evolution of the Product Manager

Historically, Product Managers were responsible for defining product requirements, prioritizing features, and ensuring that the final product met the needs of users and stakeholders. They played a crucial role in bridging the gap between business and technology, translating high-level objectives into actionable items for development teams.

However, as technology and development methodologies have evolved, the role of the Product Manager has changed. With the adoption of Agile and Scrum methodologies, the focus has shifted from feature-driven development to delivering value incrementally. This shift has led to an increased need for collaboration and flexibility within development teams, which can be at odds with the traditional top-down approach of Product Managers.

Mary Poppendieck, a renowned expert on Lean and Agile methodologies, states in her article on InfoQ, "Product management is evolving from a requirements-driven to a value-driven function," and Ellen Gottesdiener, an expert on product management and Agile methodologies, states in her InfoQ article, that "Product management in Agile is about managing the product, not the project or the process."

The role of Product Managers should now be more focused on understanding and delivering value, rather than simply managing product features.

The Problem with the Product Manager Title

The title "Product Manager" can be misleading, as it implies that the individual is solely responsible for managing the product's development. This creates a power dynamic that can undermine collaboration and breed resentment within development teams.

In the past, Product Managers were seen as the ultimate decision-makers, with the final say on product features and priorities. However, this is no longer the case. In modern Agile environments, the team collectively makes decisions about the product, emphasizing shared ownership and collaboration.

Mike Cohn, a well-known Agile and Scrum expert, points out in his blog post, "It's time to do away with the outdated notion that a single person can—or should—make all product decisions." and Ellen Gottesdiener points out that "In Agile, product management is a team sport."

The Team Dictator Dilemma

As the Product Manager's role has evolved, so too has the potential for overreach. Some Product Managers may view themselves as the ultimate authority, dictating what the team should work on and how they should do it. This can result in micromanagement and reduced trust within the team, negatively affecting productivity and morale.

A team dictator can also limit the creativity of the development team. By imposing their own ideas and solutions, Product Managers may inadvertently stifle the team's ability to think outside the box and come up with innovative solutions to complex problems.

There are six reasons why teams need leaders, not dictators:

• Creativity: A team dictator can limit the creativity of the development team. By imposing their own ideas and solutions, Product Managers may inadvertently stifle the team's ability to think outside the box and come up with innovative solutions to complex problems.

"A leader brings out the best in people, while a dictator stifles creativity."

• Motivation: A dictator-style Product Manager can demotivate team members, reducing engagement and productivity.

"A leader motivates the team to give their best, while a dictator only focuses on getting the work done."

• Collaboration: A team dictator can hinder collaboration by making team members feel that their opinions and ideas are not valued.

"A leader encourages teamwork and collaboration, while a dictator fosters a culture of fear and competition."

• Adaptability: In the rapidly evolving world of software development, adaptability is crucial. A team dictator may resist change and insist on maintaining control.

A true leader embraces change and encourages the team to adapt and grow.

• Trust: A dictatorial Product Manager can erode trust within the team, causing team members to become defensive and less willing to share their ideas.

A leader fosters trust by being open, transparent, and respectful.

• Long-term success: Finally, teams led by dictators may experience short-term success, but this often comes at the expense of long-term growth and stability.

"A leader focuses on the long-term success of the team, while a dictator is more concerned with immediate results."

Finding a Better Balance

To avoid these issues, Product Managers must recognize their role as facilitators and collaborators rather than dictators. This means being open to feedback, fostering a culture of shared ownership, and encouraging the team to take an active role in decision-making.

Organizations may also consider reevaluating the title "Product Manager" and adopting more collaborative titles, such as "Product Owner" or "Product Facilitator." While a simple title change won't solve all the issues, it may help to shift perceptions and encourage a more cooperative approach to product development.

"The product owner is not a dictator who tells the team what to do. The product owner is a team member who collaborates closely with the team and shares responsibility for the product's success." -- Roman Pichler

The title "Product Manager" has become increasingly problematic as the role has shifted from value-adding to team dictatorship. By reevaluating the title and embracing a more collaborative approach, organizations can create an environment where development teams and Product Managers work together effectively, leading to better products and happier teams.

References

Product Owner is a Bad Bad Idea

6 Reasons Your Team Needs a Leader and Not a Dictator

How Product Management Must Change to Enable the Agile Enterprise

Creating Balance between Product Managers & Engineers

Thank you for reading this far, and I hope these thoughts and insights inspire you. Feel free to?hit 'reply'?and share your experiences, or connect on social media to join the conversation. You can find me on |?Twitter?|?Linkedin?|?Medium?|

Cheers, Dan