Good product managers know the market, the product, the product line and the competition extremely well and operate from a strong basis of knowledge and confidence.
A good product manager is the CEO of the product.
A good product manager takes full responsibility and measures themselves in terms of the success of the product. The are responsible for right product/right time and all that entails.
A good product manager knows the context going in (the company, our revenue funding, competition, etc.), and they take responsibility for devising and executing a winning plan (no excuses).
Bad product managers have lots of excuses. Not enough funding, the engineering manager is an idiot, Microsoft has 10 times as many engineers working on it, I’m overworked, I don’t get enough direction. Barksdale doesn’t make these kinds of excuses and neither should the CEO of a product.
Good product managers don’t get all of their time sucked up by the various organizations that must work together to deliver right product right time. They don’t take all the product team minutes, they don’t project manage the various functions, they are not gophers for engineering. They are not part of the product team; they manage the product team. Engineering teams don’t consider Good Product Managers a “marketing resource.”
Good product managers are the marketing counterpart of the engineering manager.
Good product managers crisply define the target, the “what” (as opposed to the how) and manage the delivery of the “what.”
Bad product managers feel best about themselves when they figure out “how”.
Good product managers communicate crisply to engineering in writing as well as verbally.
Good product managers don’t give direction informally.
Good product managers gather information informally.
Good product managers create leveragable collateral, FAQs, presentations, white papers.
Bad product managers complain that they spend all day answering questions for the sales force and are swamped.
Good product managers anticipate the serious product flaws and build real solutions.
Bad product managers put out fires all day.
Good product managers take written positions on important issues (competitive silver bullets, tough architectural choices, tough product decisions, markets to attack or yield).
Bad product managers voice their opinion verbally and lament that the “powers that be” won’t let it happen. Once bad product managers fail, they point out that they predicted they would fail.
Good product managers focus the team on revenue and customers.
Bad product managers focus team on how many features Microsoft is building.
Good product managers define good products that can be executed with a strong effort.
Bad product managers define good products that can’t be executed or let engineering build whatever they want (i.e. solve the hardest problem).
Good product managers think in terms of delivering superior value to the market place during inbound planning and achieving market share and revenue goals during outbound.
Bad product managers get very confused about the differences amongst delivering value, matching competitive features, pricing, and ubiquity.
Good product managers decompose problems.
Bad product managers combine all problems into one.
Good product managers think about the story they want written by the press.
Bad product managers think about covering every feature and being really technically accurate with the press.
Good product managers ask the press questions.
Bad product managers answer any press question.
Good product managers assume press and analyst people are really smart.
Bad product managers assume that press and analysts are dumb because they don’t understand the difference between “push” and “simulated push.”
Good product managers err on the side of clarity vs. explaining the obvious.
Bad product managers never explain the obvious.
Good product managers define their job and their success.
Bad product managers constantly want to be told what to do.
Good product managers send their status reports in on time every week, because they are disciplined.
Bad product managers forget to send in their status reports on time, because they don’t value discipline.
Ben Horowitz is a cofounder and general partner at the venture capital firm Andreessen Horowitz. He is the author of the New York Times bestsellers, The Hard Thing About Hard Things and What You Do Is Who You Are. He also created the a16z Cultural Leadership Fund to connect the greatest cultural leaders to the best new technology companies, and enable more young African Americans to enter the technology industry.
本.霍罗威茨是风险投资公司Andreessen Horowitz的联合创始人和普通合伙人。他是《纽约时报》畅销书《The Hard Thing About Hard Things》和《What You Do Is Who You Are》的作者。他还创建了a16z Cultural Leadership Fund，将最伟大的文化领袖与最好的新技术公司联系起来，并使更多的非洲裔美国年轻人进入技术产业。被马克·扎克伯格称为“我们这些硅谷年轻企业家的管理导师”，也被誉为硅谷“最著名的50个天使投资人之一”。
Prior to a16z, Ben was cofounder and CEO of Opsware (formerly Loudcloud), which was acquired by Hewlett-Packard for $1.6 billion in 2007, and was appointed vice president and general manager of Business Technology Optimization for Software at HP. Earlier, he was vice president and general manager of America Online’s E-commerce Platform division, where he oversaw development of the company’s flagship service. Previously, Ben ran several product divisions at Netscape Communications. He also served as vice president of Netscape’s widely acclaimed Directory and Security product line. Before joining Netscape in July 1995, he held various senior product marketing positions at Lotus Development Corporation.
在a16z之前，Ben是Opsware(前身为Loudcloud)的联合创始人和首席执行官，该公司于2007年被惠普以16亿美元收购，并被任命为惠普软件业务技术优化副总裁和总经理。此前，他是AOL电子商务平台部门的副总裁兼总经理，负责该公司旗舰业务的开发。此前，本在网景通信公司(Netscape Communications)负责几个产品部门。他还担任Netscape广受赞誉的目录和安全产品线的副总裁。在1995年7月加入网景之前，他曾在Lotus Development Corporation担任多个高级产品营销职位。