It should be a fad gone by at this point, but people never learn. Here's what to do instead: Find your most socially competent engineer, and have them talk to users a couple times a month. Just saved you thousands or millions in salaries, and you have a better chance of making things that your users actually want.
The problem is, it's hard to measure how good a PM is, even harder than for engineers. The instinct is to use product KPI's to do so, but especially at BigTech company, distribution advantages and traction of previous products will be the dominant factor here, and the best way of raising many product KPI's are actually user-hostile. Someone who has been a successful FAANG engineer who goes to a startup might lean towards over-engineering, but at least they should be sharp on the fundamentals. Someone who has been a successful FAANG PM might actually have no idea how to get PMF.
> Here's what to do instead: Find your most socially competent engineer, and have them talk to users a couple times a month
This is actually a great idea, but what will happen is this socially competent engineer will soon have a new full-time job gathering those insights, coalescing them into actionable product changes, persuading the rest of the org to adopt those changes, and making sure the original user insights make it into the product. Voila: you've re-invented product management.
But I actually think it's good to source PM's from people who've been engineers for a few years. PM's used to come from a technical background; Google famously gave entry-level coding tests to PM's well into the '10s. I dunno when it became more fashionable to hire MBA's and consultants into this role, but it may have been a mistake.
But not lately. Lately it’s been people who have very little relevant domain expertise, zero interest in putting in the time to develop said expertise beyond just cataloguing and regurgitating feedback from the customers they like most on a personal level, and seem to mostly have only been selected for the position because they are really good at office politics.
But I think it’s not entirely their fault. What I’ve also noticed is that, when I was on teams with really elective product managers, we also had a full time project manager. That possibly freed up a lot of the product manager’s time. One person to be good at the tactical so the other can be good at the strategic.
Since project managers have become passé, though, I think the product managers are just stretched too thin. Which sets up bad incentive structures: it’s impossible to actually do the job well anymore, so of course the only ones who survive are the office politicians who are really good at gladhanding the right people and shifting blame when things don’t go well.
In most of my engineering jobs, the Product Managers were much closer to our users than the engineers.
Good product managers are very valuable. There are a lot of bad ones carrying the product manager title because it was viewed as the easy way to get a job in tech without having to know how to program, but smart companies are getting better at filtering them out.
> Find your most socially competent engineer, and have them talk to users a couple times a month
Every single time I've seen this tried, it turns into a situation where one or two highly vocal customers capture the engineering team's direction and steer the product toward their personal needs. It's the same thing that happens when the sales people start feeding requests from their customers into the roadmap.
For example, I had one product manager who made themselves irrelevant because they wouldn't work with sales. The company needed to sell the product to pay us, and sales talked with potential buyers about what might swing their purchase decision and what they would pay extra for. Since the PM only talked to users and ignored sales when doing product design and product roadmaps, the way sales input got integrated into product development is that we frequently got top-down directives from management to prioritize one-off requests from sales over the roadmap. Needless to say, this didn't lead to a cohesive and easy-to-understand product.
Before I saw that PM failing, I hadn't thought about the relationship between product and sales.
> Find your most socially competent engineer,
These usually get promoted to product management anyway, so this isn't a new thought.
I agree completely that these are the important qualifications to be setting direction for a product.
> Find your most socially competent engineer, and have them talk to users a couple times a month.
This doesn't necessarily follow from the above, but in Anthropic's case specifically, where the users are software engineers, it probably would have worked better than whatever they have going on now.
In general, it's probably better to have domain experts doing product management, as opposed to someone who is trained in product management.
Unfortunately, he’s already two of our SEs and the CTO and we’re starting to run low on coders.
What are we going to do when we need a customer success manager or a profserv team?
