Interesting data point. At my (non-software-focused) engineering firms, all product managers are capital-M managers and most come with signifiant hands-on experience within the business—-they often significantly influence very large product strategy decisions than can have 15+ year impacts—-so are expected to be leaders on both the technical and business aspects.
The setup is clearly a lot easier to swing in a bigcorp with relatively low turnover and relatively high-value products, rather than a smaller company without a deep talent pool and sufficient span of control for a manager-level product manager... but I think it’s a better model all the same.
*PdM, incidentally, to differentiate them from project managers who are the PMs
The setup is clearly a lot easier to swing in a bigcorp with relatively low turnover and relatively high-value products, rather than a smaller company without a deep talent pool and sufficient span of control for a manager-level product manager... but I think it’s a better model all the same.
*PdM, incidentally, to differentiate them from project managers who are the PMs