Is product management being marginalized in your organization?

Is product management being marginalized in your organization?

产品经理在你的组织中正被边缘化吗?

In the past few weeks, I keep hearing the same complaint from hard-working and stressed-out product managers: product management is being marginalized in their companies.

在过去的一些星期,我持续听到了一些勤勉、承受着巨大压力的工作的产品经理的抱怨:产品管理在他们的公司里正逐渐被边缘化。

Case #1: The company is run by sales people. It’s extremely deal driven. The company is doing well. Closing deals. Sales people are becoming more powerful as a result of their stellar performance. Instead of talking to product management about individual customer requests, sales people are going directly to engineers to customize the product so that they can close the deal. The deal driven focus is driving product management crazy.

案例1:这是一家被销售人员所把持的公司。由销售来驱动交易。这家公司做的很好。每次交易完成。销售人员因为他们明星般的业绩而变得越来越强势。销售人员逐渐直接面对工程师来定制产品为的是他们能够完成交易,从而取代了和产品经理讨论客户独有的需求。以销售驱动使得产品经理开始抓狂了。

Case #2: The VP of engineering just left a start-up company. Another senior technical manager really wants to get the VP of Engineering job. He wants to shine and prove to the company that he can run the engineering organization. Instead of working with product management, he is directly talking to sales to gather requirements, and get his engineers to ship products. He wants to show that he is a doer who gets things done. Product managers couldn’t stop him because he has access to the development resources.

案例2:负责工程的副总刚刚离开一个刚起步的公司。另一个资深的技术经理正好想得到这个副总的位置。他想要展示并证明公司能够在他的技术组织中运作。他代替产品管理的工作,直接和销售人员交流获得需求,并且让他的工程师们去交付产品。他想要显示他是一个能做事情的实干家。产品经理不能制止他,因为他有权使用开发资源。

Case #3: In a Fortune 500 enterprise software company, the software QA team did a very poor job to test the product. Product Managers are asked by the VP of product management to fill in and test the product thoroughly. The VP of Product Management didn’t understand the there was a problem with the QA team. And she didn’t listen. As a result, Product Manager is spending a significant amount of their time on testing the product, while the development team is writing their own requirements.

案例3:这是意见财富500强的软件公司,这家公司的QA团队曾经做了一个非常糟糕的工作去测试产品。产品经理被负责产品管理的VP要求完全替代测试,去测试产品。这个产品VP不知道这是QA团队的问题。并且她也不听。最后的结果是,产品经理花了大量宝贵的时间去测试产品,而开发团队却去写本来应该产品经理完成的需求去了。

In all three cases, product managers are not doing what they’re supposed to. They recognize the problems. But, because of corporate politics, they’re having a hard time to do the right thing.

在上面的三个案例中,产品经理都没有做他们本来应该做的事情。他们意识到了问题。但是,因为公司政治,他们在做正确的事情上却显得非常艰难。

According to Pragmatic Marketing, the #1 Pragmatic Marketing rule is “if product management doesn’t do its job, the other departments will fill the void.”

产品管理的第一原则是:如果产品经理没有做这个工作,那么,其它部门将填补这个空白。而现在却恰恰相反。

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