I was a software developer, then technical manager for several years before deciding I wanted to become a product manager. This was at a large corporation where coming up with product specs, marketing plans, and business models were out of the purview of a technical manager.
I met with several product VPs I respected and asked for their advice on making the transition. One of them, also a former software developer, pointed me to the books, "Crossing the Chasm" and "The Innovator's Dilemma". They opened my eyes to a new way of looking at products and helped me successfully become a PM.
Nowadays, I try to make sure everyone on my team (in a startup environment) has read or knows the content of books like these. In a startup, everyone has a huge role in how the product is defined. However, someone who can take ultimate responsibility in prioritizing the product's features based on customer feedback, business metrics, market trends, etc., is still necessary. That person might be the CEO or cofounder or whomever, but they essentially have "product management" responsibilities.
I met with several product VPs I respected and asked for their advice on making the transition. One of them, also a former software developer, pointed me to the books, "Crossing the Chasm" and "The Innovator's Dilemma". They opened my eyes to a new way of looking at products and helped me successfully become a PM.
Nowadays, I try to make sure everyone on my team (in a startup environment) has read or knows the content of books like these. In a startup, everyone has a huge role in how the product is defined. However, someone who can take ultimate responsibility in prioritizing the product's features based on customer feedback, business metrics, market trends, etc., is still necessary. That person might be the CEO or cofounder or whomever, but they essentially have "product management" responsibilities.