Special Episode From the 2020 Summit This is a special podcast episode, sharing an important discussion from The Everyday Innovator 2020 Summit. Two weeks ago Grant Hunter discussed what is product management. I am sharing this episode now because Steve Johnson, who is also a business partner with Grant, did a masterful job at the Summit, describing the real nature of product management.  As this was a Summit presentation, the format of the show notes below are a bit different. BIO: Steve Johnson is an author, speaker, and transformation coach on product methods from idea to market. His approach is based on the belief that minimal process and simple templates result in a nimble product team. Steve has been working within the high-technology arena since 1981 with experience in technical, sales, and marketing management positions at companies specializing in enterprise and desktop software. His market and technical savvy allowed him to rise rapidly through the ranks from product manager to the executive suite. A founding instructor at Pragmatic Marketing and product coach with Under10, Steve has been a long-time advocate for product management, serving as an advisor to a number of technical product organizations and industry associations. INSIGHT: As many as 50% of professionals (of any kind) cannot clearly state what is and is not their role and how they contribute to the success of the company. If one team doesn’t do its job, other teams must fill the void. Just as you never want your goalie to be your top scorer, you want each team member focused on their primary job. Use the tool in this presentation to help clarify who does what and how each group will be held accountable.   Summary of some concepts discussed for product managers [0:55] What is product management? Product managers often spend time putting out other people’s fires rather than putting out products. We wonder if we’ve planned the right products. Our titles are a mess—what one company calls a product manager, another calls a program manager or a product marketing manager. We are involved in too many activities. [3:10] Peter Drucker said, “In a well-run organization each role has a single orientation. They either support customers…or they support the market.” Of the activities that support the market, they focus on either problems or solutions. The activities that support customers focus on delivery. And some of the activities focus on what we’ll offer in the future, while some focus on what we’re offering now. [4:34] Each department has a different goal. Development and engineering focus on building solutions for the future for the market. Marketing focuses on the solutions we have now for the market. Salespeople deliver the solutions we have now to the individual customers. [5:36] Product is responsible for understanding both the market and the market’s problems, both now and in the future. Product management is about identifying problems in the market that we can solve in the future with new products. Product marketing is about identifying problems in the market that current products can solve. [7:56] Win-loss analysis is a useful tool for finding problems in how we sell, market, and deliver. [9:53] There are three roles within product: product strategy, product planning, and product growth. Product strategy is led by the product manager and focuses on products to create in the future. Product planning is led by the product owner and focuses on products to build next. Product growth is led by the product marketer and focuses on products we have now. Many product managers are doing things they should not be doing; they have stopped being product managers and are now development managers. Product management should not be a support role. Product management should focus on strategy, planning, and growth. [13:32] Write down al