One of the big challenges that a growing Product Management team faces is gaining the stature it needs. Since products are what keep the customers coming back — and the product strategy drives the revenue model — the product manager should be at the center of many strategic decisions.
The problem is, a product manager is too often swamped with managing tactical tasks and short-term-deliverables. It prevents him from engaging others in the organization at a product strategy level. Long-range product decisions need to be presented by someone with a strategic focus, and the product manager is the right person for that. Involving your colleagues in the product management process raises the profile of the product manager, which is healthy for the whole organization.
FeaturePlan gives your department the systems to connect you with Sales, Development, Marketing, Customer Service, and anyone else with product input.
When you reach out across the organization to build a constituency of direct feedback, two things happen:
Most importantly, when you are the owner of the Product Roadmap — another FeaturePlan output — you’ll be dealing on an equal level with your colleagues.
