Why engineers can be good Product Managers ?

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Engineers as Product Managers

Engineers bring many qualities to the table that can make them successful and effective product managers. Many products are now more technical in nature and require knowledge of engineering principles. Engineers have this and offer a unique set of skills that can give a product an advantage over competitors.

In this article, we will look at why engineers are ideally suited for product management roles, how they can leverage their background to master the role, and how companies can benefit from hiring engineers as product managers. We’ll also discuss some challenges and risks associated with the role and how they can be mitigated.

Table Of Content.

  1. Why engineers can be good product managers
  2. Advantages of having an engineering background as a product manager
  3. Disadvantages of having an engineering background as a product manager
  4. Conclusion:

Why engineers can be good product managers

People from engineering background can be a good product managers. Products are more technical in nature now. So having a background in engineering helps become a good product manager. Engineers understand the inner workings of a product and can be better at understanding customer’s technical needs. They can also be good at managing and prioritizing features. Engineers are also good at solving problems and can be creative in ideation.

💡 key Takeaway: Engineering background is a good thing if you want to become a product manager. It helps you understand the inner workings of products and how customers use them. You can also be good at solving problems and being creative in ideation.

What is a product manager?

A product manager is a critical role in any company, and one that requires a unique set of skills. As the leader of a product, the product manager is responsible for setting the direction and goals of the product, as well as ensuring that it meets the needs of the customer. In addition, a product manager is responsible for managing the resources and teams responsible for developing and delivering the product.

While a background in engineering can be a valuable asset for a product manager, it is not essential. Indeed, there are many successful product managers without a background in engineering. What is important is that the product manager has the skills and experience necessary to lead a successful product team. Some of the skills that are necessary for a successful product manager include the ability to identify and understand customer needs, manage resources effectively, and develop and maintain a product vision.

💡 key Takeaway: Having a background in engineering can be a valuable asset for a product manager, but it is not essential. What is important is that the product manager has the skills and experience necessary to lead a successful product team.

How is the role of a product manager changing?

The role of a product manager is changing. Gone are the days when a product manager was responsible for everything from product conception to shipping. In today’s world, a product manager is more technical in nature, focused on the product as a whole. This shift is a good thing, as it allows for a better understanding of the product and the customer.

A product manager needs to have a deep understanding of the product. This includes understanding the technology, the business, and the market. In addition, a product manager needs to be able to see the product from multiple perspectives. This includes the perspective of the engineer, the customer, and the marketer.

A product manager also needs to be able to communicate with stakeholders. This includes the engineers, the business, and the marketing team. A product manager needs to be able to understand the needs of all these groups and be able to meet them all in a way that is beneficial to the product.

💡 key Takeaway: A background in engineering can help a product manager become more technical in nature and better understand the product. This allows for a better understanding of the product and the customer, which leads to more successful product launches.

What skills do engineers bring to the table as product managers?

Engineers have a deep understanding of the technical aspects of products, which can make them well-suited for roles like product manager. Engineers are also experts in problem-solving and can be very effective at circumventing obstacles to get products to market. Here are a few skills that engineers bring to the table as product managers:

– Technical expertise: Engineers know how products work inside-and-out, which can make them an important resource when it comes to solving problems.

– Analytical thinking: Engineers are often analytical thinkers, which helps them see problems and solutions from a technical standpoint.

– Ability to work independently: Engineers are often self-driven and are capable of working on projects independently.

– Proven track record of success: Engineers have a proven track record of success when it comes to creating successful products. This makes them a valuable asset to any product team.

💡 key Takeaway: Having a background in engineering can make a good product manager, as engineers have the technical know-how and drive to succeed that is often necessary for success in this field. Additionally, engineers are often successful when it comes to creating products, which makes them a valuable asset to any product team.

Advantages of having an engineering background as a product manager

There are many advantages to having a background in engineering when it comes to being a good product manager. One of the main reasons is that products are now more technical in nature. As a product manager, you will need to be able to understand the technical aspects of the product and be able to make sound decisions based on that information. Having a background in engineering also gives you a strong foundation in problem solving, which is essential for product management. Additionally, having a background in engineering can give you a better understanding of the customer base and how they use the product. This will help you understand how they might react to changes or features added to the product. Overall, having a background in engineering can make you a better product manager and help you make sound decisions.

💡 key Takeaway: A background in engineering can help you be a better product manager, as it gives you a strong foundation in problem solving and understanding the technical aspects of the product.

How does an engineering background help with product development?

Product development is a complex process that requires a variety of skills and experience. While an engineering background can help you with many aspects of the process, it is especially helpful when it comes to understanding the technical aspects of products. This is because products are more technical now than ever before. Engineers are familiar with the ins and outs of technology, which can help them ensure products are reliable and meet customer expectations.

Additionally, engineers are often able to see the big picture. They can see the interconnectedness of different parts of a product, which can help them identify and resolve problems early on. This ability to see the whole picture can lead to faster product development and better outcomes for customers.

💡 key Takeaway: Having a background in engineering can help you become a better product manager. Engineers are familiar with the technical aspects of products, which can help them ensure products are reliable and meet customer expectations. Additionally, engineers often see the whole picture, which can lead to faster product development and better outcomes for customers.

What engineering disciplines are most beneficial for product management?

Engineering disciplines can be a great foundation for product management, as they are more technical in nature. This means that engineers are well-equipped to understand and solve problems related to product design and development. They also have a deep understanding of the technical aspects of products, which can be valuable in creating and managing products.

Additionally, engineers are often experienced in managing teams and working with other departments. This experience can help them build effective collaborations and partnerships. In addition, engineers often have a strong understanding of customer’s technical needs and wants. This knowledge can be used to develop products that meet customer needs.

💡 key Takeaway: Having a background in engineering can be a great advantage for becoming a good product manager. Engineering disciplines are more technical in nature, which makes them well-equipped to understand and solve problems related to product design and development. This knowledge can be used to create products that satisfy customer needs.

How does an engineering background help with product design?

Engineers are well-suited for product management because they have a deep understanding of the technical aspects of products. This understanding can be used to help design products that meet the needs of the user. For example, an engineer might know how to create a product that is easy to use and meets the specific needs of a certain group of users. In addition, engineers are often able to see the big picture and understand the implications of changes to the product. As a result, they are able to make sound decisions about how the product should be designed.

While an engineering background does not guarantee success as a product manager, it does provide a strong foundation. Anyone can learn how to be a good product manager, but having an engineering background can make the process easier. If you have a background in engineering, consider applying for a product management position. You may be surprised at how well your engineering skills can help you in this career field.

💡 key Takeaway: Engineers are well-suited for product management because they have a deep understanding of the technical aspects of products. This understanding can be used to help design products that meet the needs of the user.

Disadvantages of having an engineering background as a product manager

There are several disadvantages of having an engineering background as a product manager. First, engineers are more technical in nature and may not be able to see the other aspects of the product. They are more likely to view the product from a technical perspective and may not be able to see the benefits of the product to the users in entirety. Second, they may be biased towards technology and may not be able to see the potential problems with the product. Third, they may not have the business experience to be a good product manager. Fourth, they may not have the skills to work with other departments in the company that are non-technical (ex. UX design). Finally, they may not be able to communicate well with other departments in the company, as a lot of conversations are not in black-white as engineers get used to in their profession.

💡 key Takeaway: Having an engineering background as a product manager can be disadvantageous. Engineers are more technical in nature and may not be able to see the big picture of the product. They are more likely to view the product from a technical perspective and may not be able to see the benefits of the product to the users. They may not have the business experience to be a good product manager. They may not be able to communicate well with other departments in the company.

Can an engineering background limit creative thinking?

Engineering can be a great foundation for product management. By understanding the principles of engineering and how products work, engineers can develop a deep understanding of product requirements and how to best satisfy them. This understanding can help them avoid common pitfalls in product management, leading to more successful products. However, engineers should not rely solely on their technical expertise to be a successful product manager. Creative thinking and problem-solving skills are essential for success in this field.

Engineers who are interested in becoming product managers should first identify the skills and knowledge they need to succeed. These include skills in problem solving, communication, and leadership. Engineers should also be aware of the challenges and opportunities that come with product management. As products become more technical, having a deep understanding of product requirements is critical for success.

💡 key Takeaway: Having an engineering background can help you become a successful product manager. However, you must also have skills in problem solving, communication, and leadership to be successful. By understanding the principles of engineering and how products work, engineers can develop a deep understanding of product requirements and how to best satisfy them. However, creative thinking and problem-solving skills are essential for success in this field.

Is there a risk of an engineering background creating a “one size fits all” approach?

Engineers have a deep understanding of the technical aspects of products. This can be an asset when it comes to becoming a product manager. However, there is a risk of an engineering background creating a “one size fits all” approach. This might lead to products being designed or developed in a way that is not optimal for the individual or the market. As a product manager, you need to be able to understand the needs of the customer and the market. Having a background in engineering can help you with this, as you are already familiar with the technical aspects of products. However, you need to be able to adapt these concepts to the specific needs of the customer and the market.

💡 key Takeaway: Having a background in engineering can be an asset when it comes to becoming a product manager. However, you need to be able to adapt these concepts to the specific needs of the customer and the market.

Do engineers have the soft skills required for product management?

Engineers are in the know when it comes to the technical aspects of products. They know how things work, what needs to be done, and how to fix them. This makes them great candidates for product management, which is more technical in nature now. Here are five reasons why engineers can be good product managers:

– They understand how products work.

– They’re detail-oriented.

– They’re good at problem-solving.

– They’re resourceful.

– They’re good at taking risks.

💡 key Takeaway: Engineers can be good product managers because they have the skills, knowledge, and attitude required for the job. They are detail-oriented and good at problem-solving, which makes them good at taking risks and ensuring products meet customer needs.

Conclusion:

Engineers have a strong technical background, which can make them a good product manager. A product is more technical in nature now, and having a background in engineering helps you understand the technical aspects of the product. This makes you better able to identify and solve problems. As a result, you will be able to create a better product that meets the needs of the users.

💡 key Takeaway: Having a strong technical background can make you a good product manager.

Is an engineering background an advantage for product management?

There is a growing trend of hiring engineers to be product managers, and for good reason. Engineering backgrounds are well-suited for product management because products are more technical in nature now. Engineers are experts in understanding how products work and how to make them better. They understand how to break down a problem and find a solution.

However, having an engineering background does not make someone a good product manager. It is important to have the right skills for product management, and engineering skills are not always the best fit. Product managers need to be able to think critically, be creative, and be able to work with others. Engineering backgrounds can help a product manager learn these skills, but they are not essential.

If you are considering becoming a product manager, it is important to have the right skills. However, having an engineering background can help you learn those skills faster. So if you have a background in engineering, it is not a disadvantage. In fact, it can be an advantage.

💡 key Takeaway: Having an engineering background can help you learn the skills necessary for becoming a successful product manager. However, it is not essential to have this background, and there are many excellent product managers who have no engineering background at all.

What other skills are required for successful product management?

Product management is a complex and challenging role that requires a variety of skills and abilities. In order to be a successful product manager, you need to be able to think critically, solve problems, and be able to communicate effectively. Here are a few other skills that are often required for success:

– Technical understanding: As a product manager, you will need to have a good understanding of the technology that your product uses.

– Creativity and innovation: A key part of product management is being able to come up with new and innovative ideas. This requires a creative mindset and a knowledge of technology.

– Business skills: A product manager needs to have strong business skills in order to understand the business goals and objectives.

– Leadership skills: Being a successful product manager requires strong leadership skills. You need to be able to lead a team and be able to make decisions under pressure.

💡 key Takeaway: Having a background in engineering can be a beneficial asset when it comes to being a successful product manager. It can help you have a good understanding of the technology involved in your product, be creative and innovative, have strong business skills, and be able to lead a team.

What are the best resources for product managers?

There is no one-size-fits-all answer to this question, as the best resources for product managers will vary depending on the individual’s specific career goals and experience. However, some of the most useful resources for product managers include books, articles, and online courses. Our flagship “Product Management Bootcamp” is a comprehensive resource to make transition to a Product Manager role.

Additionally, product managers can benefit from participating in relevant industry events and networking with other professionals in the field. As a product manager, it is important to stay up-to-date on the latest industry trends and developments. This can be achieved by reading industry publications, attending industry events, and participating in online forums and communities.

💡 key Takeaway: Being a product manager is a highly-skilled position that requires both technical knowledge and business acumen. Having a background in engineering can be a valuable asset, as it helps product managers understand the technical aspects of products and how they interact with the user. In addition to resources available online, product managers can benefit from participating in relevant industry events and networking with other professionals in the field.

How to sound like an experienced Product candidate ?

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Several people come to us when they fail a couple of interviews. Some proceed to the final round of interviews and they fail to get an offer. Or some just fail the first telephone interview. Others fail in the middle rounds. Remember, it takes only one question to be be answered incorrectly in order to fail an interview. So what is it that makes you sound an experienced Product guy ? Let us break it down.

Practice answers to common questions: Preparation is the key to all interviews. While this may sound trivial, many candidates often underestimate this aspect in their interviews. It goes a long way to get the role you want. But what exactly is preparation, you may ask ? It involves writing down answers for common questions like: how do you collect requirements, how do you prioritize them, who do you interact with as stakeholders etc. It also involves creating stories based on SOAR/STAR/CAR frameworks for questions of the type “Tell me a time when..”. If you are appearing in person, practice and be ready for panel interviews, as these are becoming more common. These are just a few examples. But I think you got the gist.

Never answer in black and white : Newer candidates often give away their naivety by giving simple yes/no or A/B type of answers. Experienced Product Managers don’t get stuck up in a single answer. They always give multiple answers and can come up with justifications for their chosen answers. To give an example, do you always address requirements from your high-value customers ? An inexperienced Product Manager will say, yes, I do that always (as if that is a no brainer). An experienced Product Manager, on the other hand says, it depends on whether this customer’s requirements align with the Product vision.  Sometimes, it is ok to say no to high-value customers, if the requirements do not align with the Product or Company’s vision. Got it ? A brief example but I am sure you got the point.

Use proper Product terminology:  “You have to learn the rules of the game. And then you have to play better than anyone else.” – Albert Einstein. If you cannot speak the rules of the game, in this case the Product terminology, then are far from getting picked up. It is essential that you learn and are very comfortable with all the keywords for the type of Product role you are applying for. Examples of Product terminology related to Product interviews are – addressable market, Product support, Pricing lists, functional requirements, stakeholders. You have to sound smooth while using these and you have to know when to use what keywords. The keywords vary from role to role and you should check the job description of the job you are applying to.

Give examples: Often times, it is hard for an interviewer to fully understand the context of your answers. While you are speaking, the interviewer is trying to make sense of what you are saying. So it is recommended that during the interview, you insert examples from your own experience while answering the asked question. Experienced candidates do this spontaneously. For ex. you can say that “in this product, that I have worked during my time in company X, we performed A/B testing in this way, and we found out that…”

Ask Questions: This can make or break your interview. Product interviews often contain open ended questions like “how would introduce Product X in a new market in Latin America” ? Instead of getting started with your answer, a better approach is to step back and try to ask questions. Examples of this are – Are we talking about only Go-to-Market strategy or also determining the market need ? Do we have a product ready at this time or are you also referring to product readiness as a part of introducing it in Latin America ? Answers to such questions help determine the scope of your response and they will also let the interviewer know that you have the ability to think critically.

Once you determine your challenging area(s) from the list above, it is important to get help and address the area(s). Also, it is important to highlight aspects of the Product role that have you experienced in your previous role, even when you were formally not in a Product role. All of this needs efforts and more importantly guidance. Remember, if you need help, we offer a Product Bootcamp !

Good luck with your interviews !

Is your Product leaving money on the table?

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Is your Product leaving money on the table? The answer depends on “who” is driving your product.

If Engineers are driving your product, it becomes a highly customized product. Services companies are born out of this approach. This gets the lowest profit margins for your products.

If Architects are driving your product, it becomes a highly configurable product. Many enterprise-focussed companies are operating this way. This results in lower profit margin for your products.

If Product Managers are driving your product, then this will maximize the profits for you, as most of the intended functionality will be available out-of-the-box.

As an analogy, think about the CRM application and how it has evolved.

Traditionally, organizations were getting this built for themselves. As a result, many services companies flourished building this for their clients. A little later, Oracle/SAP started building these applications. These applications contained a lot of modules, that had to be integrated during deployment. Needless to say, this was driven by Architects at these companies. As a result, this deployment was complex and needed a lot of manpower,  eating the profit margins for these companies in these products. Later on, Salesforce came into the market with a product-driven approach.  Look at where it has gone with its out-of-the-box product capabilities.

Examples of this sort abound in every company. We just need to look carefully to understand.

How to identify who is driving your Product?

When the requirements of the Product are discussed, observe who leads the requirements related discussion. Is it your Product Manager, the Architect or the lead Engineer who has the final say? Who is the final go-to person in case there are conflicts between these three critical team members on how certain functionality is to be implemented?

I have personally seen cases, where the Product Manager (PdM) was not confident about certain things in the newer architecture (a cloud-native architecture) and deferred the decision to the Architect. Ideally, the PdM should have taken ownership and performed the research to guide the team and the product.

Can a driver change in the course of product development?

It does not take long for change to happen, even when the Product manager might be leading it today. Reasons may include a newer technology (like the example above) or changes in the Product Management team. The new Product Manager may rely on the expertise of the existing team and leverage it more without intending to do so.

What is the remedy?

The Management team is the key here. The Software Development Manager and the Manager of the Product Management team are the ones to have a handshake about who will drive the Product. Any exceptions that happen should be pointed out quickly to these two stakeholders. Any changes in any of these teams (ex. Development lead, Architect, Product Manager or Product Owner) should be carefully planned and a close watch should be kept on how the team is dealing within, to ensure that the right person (the Product Manager) is driving the product.

Who is driving your Product? Are you able to spot the changes happening? And more importantly, how much is it costing your company?

 

 

To OEM or not, that is the question

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Rick was the CEO of a startup. His company had a very promising product. He was selling to enterprises (B2B product) for which he needed every helping hand he could get. In November of 2015, he got an opportunity to be an OEM (Original Equipment Manufacturer) for a much larger company (Company A). He was very excited at the prospect. After all, this prospect would bring him additional 40,000 sales people from the new company, and had all the global customers he would not have been able to reach on his own.

 

But this also meant ensuing troubles that cost him a lot of time/money/resources. Was it worth it, you may ask ? Troubles started right on Day 1:

  1. Building a business case : It took  him several meetings and a few months of scheduling/re-scheduling to accommodate calendars of the people (Product Managers, Directors) at company A. Once they approved of the product, a business case needed to be built for General Manager and other executives of company A. Not only he had to submit the technical/marketing collateral to build such a case but had to support the entire team by answering questions around business, market, customers, legal, technical support, competition whenever he was asked for it. A lot of work as a pre-requisite to the actual OEM !
  2. Margins, Profits, and SKUs: He had to compromise at a 70-30 share. Of any deal Company A would keep 70% and he would get only 30% of the deal. Still, a good deal, he thought. But when he worked out the numbers, he would not make much unless they did around 8 deals (with some combination of small, medium and large-sized deals) per year together. Company A had a 2-month long SKU creation process. That means, he had to wait for 2-months just for his product was available in the ordering catalog of company A. Not a big deal he thought, as he was planning to use this time to get some deals.
  3. Selling, selling and selling: Over the next few months, many prospects came. Whenever they came, Rick’s team was asked to chip in for every meeting explaining the product, traveling to customers’ site for joint presentations, filling in RFPs/RFQs, submit new collateral as needed, develop additional use cases and related collateral. The demands from company A were endless. The prospects stood tall and were progressing step-by-step in the sales funnel, but none of them converted for months.
  4. And a win after all! : Finally after 18 months of the processes and selling spiral, he got a win. The winning deal had his product with another company’s product, product revenues split 50-50 between them and Rick ended with a mere $1.2 million for the deal.

By this time he had 70% of his team working for this company, he had lost focus on other customers, his sales people had churned out, he had almost run out of money, most of his development and support staff was supporting the only customer that came from Company A. It was also harder to pull out of this deal due to the legal complexities.

Would Rick have done better on his own, without going in as OEM ?

What are your thoughts ?