Whether intentionally chosen, or inadvertently thrust upon them, Product Managers are called to be leaders. This blog is a blending of Leadership and Product Management concepts to help along the journey.

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My Career

I am an accomplished Product Management and Strategy veteran with proven results in anticipating industry shifts, bringing innovative solutions to market, and driving business results.

Over the course of my career, I have been fortunate to serve as a change agent for transformation in several dynamic domains. Along the way, I have become a student of the disruptive nature of APIs, platforms, and newer digital technologies. I’ve also specialized in translating what they mean to consumer behavior, competitive landscapes, and impacts to value creation & business models.

https://www.linkedin.com/in/pbjhoward

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My Views on Product Management

Over the years, I have been influenced by many Product Management methodologies/frameworks. I appreciate them all because they all focus on setting a proper foundation for the organization.  And while they share similar perspectives about managing the business, there isn’t necessarily a consistent view about what Product Management is. And herein lies the problem of why so many organizations struggle to understand it.

So in thinking about my experiences, I wanted to come up with a different way of looking at Product Management.  And where I landed was answering three fundamental questions (you will see these in many of my posts over the years).  Who am I serving?  What do they need/want?  And how can I persuade them?

And along the journey, another creative way of looking at the three fundamental questions arose in my mind.  The idea of Interpreting, Informing, and Influencing has really shaped how I view Product Management today.

Who am I serving? Interpret.

With this question, you are clearly identifying the market opportunity, including a representation of your current business. It is about understanding the markets served; evaluating market dynamics for disruptive shifts; interpreting strategic implications.

What do they need/want, and are ready to buy? Inform.

With this question, you are addressing the needs of the market. It is about translating disparate inputs; applying the learnings to distinctive competence & positioning; and informing the leadership team, the strategy, and the organization.

How can I reach/persuade them? Influence.

With this question, you are calling out your distinctive competence and value proposition. It is about influencing business & product direction; driving go-to-market & sales enablement; spearheading thought leadership.

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About Me

On a more personal front, I have found success by remaining singular to the intersection of my skills, my passion, and my purpose.

• From a skills perspective, I have the innate ability to strategically see the big picture, but also focus on the details needed to tactically execute. I can blend strong analytic capabilities with creativity to weave a compelling story/vision. And my business acumen is guided by my extensive domain expertise as well as my technology background.

• From a passion perspective, I have dedicated myself to the strategic role Product Management plays in shaping a disciplined approach to solving market problems. This is especially requisite as digitization radically changes the dynamics of the markets in which we operate and the speed at which we need to move to remain competitive.

• From a purpose perspective, I understand my role as a leader in showing others the way. Sometimes through strategic planning efforts (e.g. – a 3-5 year roadmap). Other times through coaching & mentoring of the next generation of product management leaders (e.g. – these are the skills to cultivate). And other times through writing (e.g – this blog).