This question is quite challenging, and to be honest, the word “decide” makes me a little stressed!
Every company, product, and team is unique. The need for product management (PM) depends on factors such as company culture, product life cycle, strategy, and market competition. To begin, let’s start with the definition of product management.
The definition of product management can vary significantly from one company to another. If you ask different people within the same organization, you’re likely to receive different answers. My perspective has evolved over the past five years—and it may continue to change as I gain more experience.
Currently, I like to define product management as follows:
A product manager is responsible for identifying the right problems to solve, defining what success looks like, and guiding their team to achieve successful outcomes.
So, according to that definition, PM is primarily responsible for identifying the right problems to solve.
It’s also helpful to start with a few assumptions:
- The company has a clear strategy, and the product team understands its approach and definition of success.
- Every individual in the company shares a common goal that does not conflict with others.
Recognizing Uncertainty
First, it’s important to acknowledge that there is no 100% reliable way to predict the future using data, customer feedback, market conditions, or other signals. When you decide to act—for example, delivering a product within a month—the market may have shifted by launch time. Your insights could be influenced by personal thoughts, biases, or desires, and you might not present your product in a way that truly resonates with customers. Additionally, customers may choose not to use a feature or product for a variety of rational or emotional reasons.
I accept that every opportunity is based on assumptions. By embracing this reality, I focus on increasing my chances of success, especially given the limitations of time, money, and resources.
Frameworks and Processes
Moving on, one might ask if there is a definitive framework to guide these decisions. In short, I don’t believe there is one absolute solution or a single correct framework for every situation, company, or product. However, I do believe every company should maintain a dynamic, “living” process or framework. With a well-defined process, stakeholders remain informed and engaged without relying solely on the product manager. This approach increases transparency, fosters collaboration, and reduces potential conflicts.
Leading Through Influence and Building Trust
Another key aspect of product management is that it’s an individual role based on influence rather than authority. You cannot simply order what to build—you need to persuade and inspire others. While market data, customer insights, and other arguments are useful, the most effective approach is building trust. When you share your thought process openly, consider all possibilities, and demonstrate genuine care for the company’s best interests, you earn that trust. It can get a bit emotional at times, but that genuine connection is crucial.
The key to effective product management isn’t just about making the right decisions—it’s about creating a sustainable process that consistently supports decision-making while keeping the team aligned and motivated. This balance requires a mix of analytical thinking, emotional intelligence, and strategic vision.
Embracing Uncertainty and Experimentation
Sometimes, deciding what to build goes beyond data and rigid frameworks—it’s about trusting our gut, embracing uncertainty, and learning from every stumble along the way. I remember when the fear of failure used to paralyze me. The idea of trying something new was daunting, and I worried endlessly about what could go wrong. Over time, I learned that every small experiment, no matter how imperfect, is an opportunity to grow.
For example, I once ran a low-stakes pilot for a new feature with a select group of users. Their feedback completely changed our approach, teaching us invaluable lessons about our customers and the market. Each “failure” turned out to be a stepping stone toward a better understanding of what truly matters.
The Power of Genuine Communication
Equally important is the value of genuine, unguarded communication. Some of the best insights come during casual chats over coffee or quick hallway conversations, where everyone feels safe sharing even their half-formed ideas. Without the pressure of formal meetings or the fear of judgment, creativity flows naturally. In those moments, it becomes clear how essential it is for everyone to feel heard and valued.
For me, product management isn’t about following a strict set of rules or sticking rigidly to a framework. It’s about embracing uncertainty, being willing to take risks, and learning from our missteps. Every honest conversation and every small, brave experiment brings us closer to building something that truly matters—not just for the business, but for the people we serve.
In Conclusion
At the end of the day, deciding what to build isn’t about having a foolproof plan. It’s about being open to the journey—a process of continuous learning and adaptation where every challenge and breakthrough brings us closer together as a team. Knowing that we’re all in this together, learning from each other every day, is what makes this work so incredibly rewarding.
This journey is messy and full of uncertainties, but it’s also where real growth happens. Embrace the process, communicate openly, experiment boldly, and trust that every step—whether a success or a failure—is part of building something truly meaningful.
