The Disruptor's Dilemma
Forget about the CEO of the Product.
Image of a Conductor Leading an AI Orchestra, created with Imagen 3
That mindset is a relic and it didn't get me very far.
Product Management is about co-creating with your stakeholders.
I learned this the hard way when I went from leading mid-size product teams to influencing 100+ minds.
Here’s how I flipped the script.
Remember that unsung hero I mentioned in previous posts—orchestrating the symphony of innovation behind the scenes?
Great! But how do Product Managers do that in large organizations?
Imagine trying to harmonize a 100-piece orchestra where everyone thinks they're the conductor.
That's product management at scale.
Leading large product teams required a shift in my approach, embracing the role of an orchestrator.
The key difference was relying on SME input from their respective domains to form a cohesive plan.
I practiced active listening and conducted thorough research on customer pain points through data and user feedback, and competitive analysis to craft compelling problem statements.
I also solicited stakeholder input before proposing strategic recommendations, which ultimately resulted in stronger relationships.
Mapping out stakeholders and partners within a cross-functional team is essential.
Stakeholders have decision-making power over product decisions, while partners contribute their specialized expertise to build the product.
Alignment happens from the bottom up, starting with partners and ending with stakeholders.
This distinction is essential for efficient collaboration, and it requires influence, alignment, and negotiation to achieve outcomes—setting up the entire team for success.
