1. Who is the Product Leadership

Product leadership is a crucial role in the development and success of any product. As companies grow and products evolve, the need for effective product leadership becomes increasingly important. This document explores who product leaders are, where they come from, and their role in driving the vision, strategy, and execution of products within an organization.

1. The Journey to Product Leadership

Career Path in Product Management

The path to product leadership typically begins with roles such as Business Analyst (BA), Product Owner (PO), and Product Manager (PM). These roles focus on various aspects of product development:

• Business Analyst (BA): Primarily responsible for specifying what needs to be done, often focusing on requirements gathering and analysis.

• Product Owner (PO): Manages the product backlog, prioritizing what needs to be developed first and what can come later.

• Product Manager (PM): Defines the vision and strategy for a specific product or feature, aligning it with the overall goals of the company.

As one progresses through these roles, the next step is often towards leadership positions, starting with the Group Product Manager (GPM).

Product Development Team Structure

Product development teams are typically composed of several key functions:

• Product Management: Focuses on determining what is viable to build.
• Product Design/UX: Ensures that the product is desirable and effectively solves the customer’s problem.
• Engineering: Focuses on the feasibility of the product, ensuring that it can be built and maintained.

These functions collaborate across different stages:

• Problem Discovery: Involves understanding and identifying the user’s problem. Both product management and UX play significant roles here.

• Solution Discovery: This phase involves brainstorming and testing potential solutions, with active participation from product management, UX, and engineering.

• Delivery: Engineering leads this phase, with support from product management and UX to ensure that the solution is implemented effectively.

Expanding the Team and Leadership Emergence

As a product team grows, the need for leadership naturally emerges. Initially, this may involve expanding the existing team, bringing in more engineers, and possibly adding a second product manager and UX designer. As the team continues to grow, responsibilities are divided, and leadership roles become necessary to maintain efficiency and direction.

• Engineering Leadership: Typically involves a senior engineer or tech lead who oversees the engineering aspects of product development.

• Product and UX Leadership: As teams expand, senior product managers and UX designers often take on leadership roles, guiding less experienced members while continuing to contribute to their original teams.

In larger teams or tribes (a collection of squads), full-time leadership roles emerge. For instance, a Group Product Manager (GPM) might lead multiple squads, focusing solely on managing other product managers rather than being hands-on with product development.

2. The Role of the Group Product Manager (GPM)

Responsibilities of a GPM

A Group Product Manager leads a group of product managers, overseeing the strategy and execution of multiple products or features. Initially, a GPM might manage one product manager while still contributing directly to product development. However, as responsibilities grow, the GPM transitions into a role focused entirely on leadership, guiding multiple product managers and ensuring alignment with the company’s goals.

Product Leadership in Larger Teams

In organizations with larger product teams, it’s common to see leadership roles divided between product and engineering:

• Unified Leadership: In smaller teams (up to about 80 people), it’s common to have a single leader overseeing product, UX, and engineering. This leader, often a CTO or CPO, ensures that all functions work cohesively towards the company’s objectives.

• Divided Leadership: In larger teams, leadership may be split between product and engineering, with each leader focusing on their respective areas. However, even with divided leadership, it’s crucial that the team functions as a single unit, with aligned goals and shared responsibilities.

3. The Path Beyond GPM: CPO and VP of Product

Transition to Executive Roles

After serving as a GPM, the next step in product leadership is often a role as Chief Product Officer (CPO), VP of Product, or Head of Product. These roles involve defining the vision and strategy for all digital products within the company, ensuring that each product aligns with the overall business objectives.

Seniority in Product Leadership

Seniority in product leadership is not just about time spent in the role or accumulated knowledge; it also involves behavioral seniority:

• Adaptability: The ability to adapt to different situations and needs, understanding the broader impact of decisions.

• Holistic Vision: A clear understanding of the overall business and how product decisions affect the company, the community, and other stakeholders.

• Clarity of Purpose: Alignment of personal and professional goals with the company’s mission and values.

Behavioral seniority is critical for successful leadership, as it enables product leaders to navigate complex situations and guide their teams effectively.

Career Development in Product Leadership

The traditional path in product management leads from APM (Associate Product Manager) to PM, Senior PM, GPM, and eventually to roles like CPO or VP of Product. However, not everyone wants to move into people management.

For those who prefer to remain deeply involved in product work, a "Y-shaped" career path is available:

• Product Specialist: A senior role equivalent to a GPM but focused on managing complex product areas rather than leading people. Product specialists support GPMs in complex decisions and focus on themes that require deep expertise.

• Principal Product Manager (PPM): A highly senior role, equivalent to a Head of Product or Director of Products, but without people management responsibilities. PPMs ensure consistency and alignment across multiple product groups, supporting the overall product strategy at a high level.

4. Organizational Structure and Team Unity

Reporting Structures

In some organizations, UX/Product Design might report directly to the product management leadership, while in others, it could be an independent area. Regardless of the structure, it’s essential to maintain a unified product development team that includes product, UX, and engineering.

Team Collaboration

Whether led by a single leader or divided between product and engineering leadership, it’s crucial to operate as one cohesive product development team. This approach ensures that all functions work together seamlessly, focusing on delivering value to the customer and achieving the company’s objectives.

Conclusion

Product leadership is a dynamic and essential role in any organization. As companies and teams grow, the need for strong, adaptable, and visionary product leaders becomes even more critical. Understanding the path to product leadership, the responsibilities of these roles, and the importance of maintaining a unified team are key factors in driving product success.