It’s all you, baby.
Or, more accurately, it’s all on you.
The burden of communicating among teams, in between departments, and being the go-to get-it-done-guy/gal for CEOs and managers – it all tends to fall heavily on the Product Manager’s shoulders.
Product Managers are the linchpins of their organizations. The fillers of “the white space” – the processes and tasks that need to happen, but for which no one is specifically responsible.
Among their many, and varying responsibilities, Product Managers often orchestrate the exchange of ideas, conduct collaborative brainstorming sessions, and ensure that vital data reaches its destination, broken down into what we call Little Data, the understandable, actionable molecules. And they do it over and over and over again, rephrasing the same information fifty different ways, for fifty different people, all using it in different ways.
As PM, you’re the one building a shared understanding of what’s going on.
Roman Pichler’s diagram scratches the surface of the many responsibilities often assigned to PMs, but as John Cutler, prolific product management writer and consultant says:
“In a lot of organizations, you’re swimming in this diagram. You’re all over the place. Especially in a smaller organization, this diagram might be your brain.
The scary thing is that, depending on the company, you could add facilitating team problem solving, team decision-making, meeting with lead engineers and everyone else – you’re on the phone constantly, even with customers. Product is the connective glue. They literally fill the cracks of everything.”