I have sometimes wondered if one reason for the suspicion and resistance (and as a PM I’ve certainly encountered both) is that it might strike sales, customer success, marketing etc as very convenient that the people espousing “product thinking” or “product focus” or “product operations” happen to be the same people with “product” in their job title. It can all seem a little self-serving and might even come across as a power grab, so finding cross-functional allies is the stand-out advice for me here.
This is the same problem with describing things as "product-led", which leads to a situation where you're basically asking people to cede control of things, rather than what we really want: Constructive collaboration with colleagues to make sure we're making the best long-term decisions for our customers and our business.
I have sometimes wondered if one reason for the suspicion and resistance (and as a PM I’ve certainly encountered both) is that it might strike sales, customer success, marketing etc as very convenient that the people espousing “product thinking” or “product focus” or “product operations” happen to be the same people with “product” in their job title. It can all seem a little self-serving and might even come across as a power grab, so finding cross-functional allies is the stand-out advice for me here.
This is the same problem with describing things as "product-led", which leads to a situation where you're basically asking people to cede control of things, rather than what we really want: Constructive collaboration with colleagues to make sure we're making the best long-term decisions for our customers and our business.
Yep, 100%