> This imbalance in industry experience is often the root cause of tension between many PM/EM pairings, particularly in B2B space.
This is an incredibly astute observation. Product management has become an incredibly hyped role which has seen a lot of growth. Similarly, there are been an explosion in supposed PM methodologies and tools which have yet to be proven. There has not been an opportunity for the profession to stabilize yet.
My observation is that a lot of junior people are coming in with little experience and are naturally using approaches which don't always make sense for the business. They don't really have the option to do anything else because they are too junior and don't have have a span of control to change all the things they need to (if they see the bigger picture.)
You find that they'll be endlessly churning smaller features which pisses off a bunch of your biggest advocates. The irony is that you may have folks in your support team who have a much more strategic view of your customer needs, but they not empowered to do anything while you have junior PMs who mean well, but can be eroding the experience.
This type of situation gets under the skin of engineers and they'll throw out statements like "why do we even have PMs?" Over time this can lead to attrition in the engineering team.
This is an incredibly astute observation. Product management has become an incredibly hyped role which has seen a lot of growth. Similarly, there are been an explosion in supposed PM methodologies and tools which have yet to be proven. There has not been an opportunity for the profession to stabilize yet.
My observation is that a lot of junior people are coming in with little experience and are naturally using approaches which don't always make sense for the business. They don't really have the option to do anything else because they are too junior and don't have have a span of control to change all the things they need to (if they see the bigger picture.)
You find that they'll be endlessly churning smaller features which pisses off a bunch of your biggest advocates. The irony is that you may have folks in your support team who have a much more strategic view of your customer needs, but they not empowered to do anything while you have junior PMs who mean well, but can be eroding the experience.
This type of situation gets under the skin of engineers and they'll throw out statements like "why do we even have PMs?" Over time this can lead to attrition in the engineering team.