#productmanagement

Windows K2. Show through action it's not just a sad joke. You won't. You can't. It's just lip service.

Windows 11 is still hijacking users' data into the cloud with its latest updates and without consent. What idiocy.

In a meeting, they asked some questions! While they can be business oriented, how can a CPO & VP of product not know the core product's capabilities / limitations but state that their goal is to make it a market leader?

A database company's CPO doesn't know about their own product and now I understand why unrealistic asks are coming in from them.

Not much highlighted here, but there was a series of layoffs among engineers and product owners in Atlanta in mid-April

I’m considering an offer from Nielsen in NYC within their Consumption Products / media measurement organization, focused on driving product adoption, campaign activation, and incremental revenue growth across client accounts.

Is it worth it or hard pass?

TPM
Cons Mktplc Comm
SCPT
IDSA
CIS
MARTECH
FPE OBS
Distribution OB Transit
Product Inno & Design
DAI

Any other teams having the same experience? This is nuts, I worked for a few large product orgs over last 2 decades and I've never seen it nuts like this. Oh well, maybe it's just my team, dont know.

In our region, management has begun to tout how HPOM has been incredibly helpful and boosted efficiency, yet they haven't provided any data or examples to back it up. There's a narrative surrounding HPOM that suggests SAP has too many product owners and product managers. This idea seems to come straight from the McKinsey playbook, and I find it disappointing. Product Owners in our region are anxious and fear they might be laid off. Development Managers are urging teams to draft product documents and user stories using Joule AI. Personally, I don't believe Joule is ready to take over the role of product managers, but most development managers think otherwise. What's the situation like in your area? I assumed they would hold off for at least a year or two before promoting such a narrative, but they haven't. It appears that HPOM was established solely to let go of product managers and replace them with Joule.

There's a lot of bi--hing and moaning about Sales comments on this board.

Perspective:

Without Sales, none of you would have a job. Without Engineering, people would still have a job because Engineering doesn't deliver or do anything. Dell's model is to acquire companies with good but declining products and sell them to its install base - with no plan or skill set to continue innovating or developing these products out further - and keep selling them until there's nothing left. Case in point, EMC products we sell today are the same as they were 10 years ago.

Question? What successful products has Dell engineering developed organically that didn't originate from an acquisition? Name one.

Looks like these people are way too exploiting psychopaths so they want their slave humans to ask AI for solutions! So engineers you will never lose jobs, they will smoosh each other and milk companies saying stuff about human to human contact! Communication etc. they are still dependent on engineers to deal with anything engineering

Hilarious to see how every og Coupa product leader is now at SAP with new shiny title better than those they had at Coupa, must burn a little inside for those ex-Sappers who pushed them out so they could make room for their friends...

Say what you will about the old product leaders one thing that cannot be argued is that they actually know how to build products, same cannot be said about these ex-sappers

HPOM was started to standardize the product organizations and make them more lean. There are constant talks about “too many product managers” in most areas. Does anyone know when the next phase of HPOM to lay off most product managers will start?

Spent an evening with some five9 team members tonight and someone that joined from the product team told me really alarming details about the senior layers of management still left. I knew this company was badly managed, but that team is in another zone. If you work with a PDM team, please try to give them your support.

Recently offered a VP Product Manager role after six rounds of interviews. I am based out of the Dallas office, curious how roles at this level are? Everyone I interviewed with was great but I would love some perspective.

Expecting announcements soon on divestiture, Lorenzo keeps showing slides on it but no context to which product lines.
Thoughts?

I know there is a hiring freeze but this role always puzzled me.
Here is what I pieced together in a few previous threads where people were mostly ranting about Product Managers, my summary is below and correct me where I am off:

Good PMs -- shield enginers, define the problem space, align stakeholders, secure resources... and keep the product vision coherent....

Bad PMs -- button pushers, act as messengers, add layers/bureaucracy, and push engineers to do their job...

Engineer View -- good PMs are rare, most engineers mainly encounter the ineffective ones only.

Sometimes people say -- when done well, PM work looks invisible, but it is often the reason things don’t fall apart as they tend to keep things together...

Anything else?

This is from the main thread:

• "The rest of product is functionally useless, just another layer of management hot air that enables the single worse problem Kroger always had - not listening to its technical people." (Anonymous, Post ID: @qg+1k3eddae2)
• "Now those product folk speak on our behalf but don't know anything technical. It's a joke." (Anonymous, Post ID: @q0+1k3eddae2)
• "We have a 1 to 1 ratio of admin people and the people who actually do the work." (Anonymous, Post ID: @pv+1k3eddae2)
• "Product in other orgs has made sense, not at Kroger. it starts with the leaders…" (Anonymous, Post ID: @px+1k3eddae2)

IMO we need the following to bring in more clients:

-“TIAA ETFs - some attractive ETFs that compete.

• Fidelity offers others’ annuities. Can’t they offer TIAA Traditional? Get that thing on other platforms!

• Expanded fund lineup. Where’s the sector funds? The specialized funds? Our lineup is so 1995. It’s ok to to risk some assets!

• A hot brokerage app. How can we compete with Schwab and Fidelity with a trading app that’s eh at best? Make it hot then market it. Name it something more memorable than TIAA. Then market it like crazy.

I feel we’re too conservative and this perceived safety is actually detrimental to growing assets over a long term.

Thoughts? What else should we do? Why don’t they ask us these things? How do your other firms compare?

Everyone is just obsessed with opening JIRA stories and tracking useless metrics all the time; there is no real work being done and just paper being pushed to show that something is being done

Business and stakeholders treat PMs like their servants ("you work for us, stop thinking and follow what we tell you to do"). Work on meaningless projects that leads to absolutely zero outcomes.

No wonder there are no good products or things coming out of here and the stock will trend to zero over time

I’m considering leaving a competitor bank for JPMC to work as product manager supporting Access platform in commercial banking. What are the culture and teams like? I support a digital commercial platform as a product owner currently at a competitor bank.

What sellable products has F5 developed internally/organically in the last 10 years?

Does anyone know if product managers were laid off in earlier rounds? Also noticed they are hiring for product roles in Costa Rica. Would that be a hint of product being targeted in next layoff round?