Marty Cagan from Silicon Valley Product Group (https://svpg.com) presented a topic during MTP Engage Hamburg Conference last month. This topic has to be close to the hearts of any product leader: “Empowered Product Teams.”
It was a really good presentation. Marty explained very well how important empowerment is for product managers and organizations. I am a big believer of Marty’s concept about product management.
But IMHO there are some unanswered questions in his presentation. Perhaps either Marty himself or someone else can help us answer them.
Our questions for Marty Cagan
- Does the empowerment concept apply to all organizations? Or does it apply only to those that are dealing with a high amount of uncertainty and/or pressure to innovate?
- How to navigate as a product leader in organizations where the product (discovery) is playing only a small role? Where e.g. the CMO or the COO is very dominant?
- Marty talked about only 20% being companies with “missionaries” and 80% “mercenaries”. What do I as a product manager do if I happen to be in a “mercenaries” company? Walk away or try to influence/help the company to grow culturally?
- How do I work with a CxO / line manager who doesn’t believe in the empowerment of the product team?
- How do I change the perception of product management in my organization? From “serving the business” to being “empowered to serve the customers, in ways that meet the needs of the business.”
SPLSG focuses on “horizontal” product leadership. Based on the assumption there is a world-class team of product managers, the focus of the product leader is to understand how general management works. And -even more importantly- how to influence the course of their respective organizations. Read more about this here. We firmly believe that it is time to stand up and become respected leaders. Also outside our very own product management function.
How about you?
