A troubling trend has emerged in the world of product management in the near future: industry veterans, lacking formal product management training, are increasingly leading major product organizations. These individuals, while experts in their fields, are stepping into roles that demand a completely different set of skills—skills they often do not possess. The consequences of this shift are beginning to unravel, and they paint a stark picture of what happens when industry experience is mistaken for product management expertise.
The Pitfalls of Industry Experience
At first glance, placing industry experts in product leadership roles seems like a logical step. After all, who could be better suited to guide product development than someone who has spent years immersed in the nuances of the market, understands the competitive landscape, and knows the industry’s history? This assumption, however, overlooks the complexities and specialized knowledge required in product management — a discipline that demands a unique blend of strategic thinking, customer empathy, and technical know-how.
Product management is not just about knowing an industry; it’s about understanding the customer, defining a product vision, and navigating the intricate process of bringing that vision to life. Product leaders must balance competing priorities, make data-driven decisions, and maintain a clear focus on long-term value rather than short-term gains. Unfortunately, many of these new leaders, despite their deep industry experience, lack the formal training and hands-on experience required to excel in these areas.
As a result, product decisions are increasingly being driven by gut feeling rather than rigorous analysis. Instead of relying on customer feedback, these leaders often prioritize their own perceptions of what the market needs, leading to products that miss the mark. Moreover, without a solid understanding of product management frameworks, these leaders may overlook essential processes such as user research, iterative testing, and continuous improvement. The result is a growing disconnect between what the market demands and what these products actually deliver.
The Impact on Product Teams and Quality
The fallout from this trend extends beyond just the products themselves. The entire ecosystem of product management is being disrupted, with serious consequences for both teams and organizations.
Product teams, once driven by a clear vision and a shared sense of purpose, are now struggling under the weight of misguided leadership. Talented product managers, who entered the field with a passion for solving customer problems and creating value, are finding their expertise and recommendations routinely ignored or overridden. Instead of being empowered to make informed decisions, they are increasingly relegated to executing the whims of leaders who may not fully understand the intricacies of product development.
This dynamic is not only demoralizing for product managers but also detrimental to the overall success of the product. When experienced professionals are sidelined, the quality of decision-making suffers. Critical aspects of product management, such as prioritization, feature scoping, and user experience design, are often mishandled. The result is a product that, while technically sound, fails to resonate with users or meet their needs.
Moreover, the lack of effective leadership creates a toxic environment within product teams. When decisions are made based on personal biases or incomplete understanding, it leads to frustration and disengagement among team members. High turnover rates among product managers are becoming increasingly common, as these professionals seek environments where their skills and contributions are valued. This exodus of talent further weakens the organization’s ability to deliver successful products, creating a vicious cycle that is difficult to break.
The Broader Organizational Impact
The consequences of this trend are not limited to individual products or teams — they ripple throughout entire organizations. Companies that place unqualified leaders in charge of product management risk losing their competitive edge. Without a strong product management function, these organizations struggle to innovate, adapt to changing market conditions, and respond to customer needs.
As products fail to meet expectations, customer satisfaction declines, leading to lost revenue and market share. Competitors who prioritize effective product management gain an advantage, launching products that better align with customer desires and market trends. Over time, organizations led by unqualified product leaders may find themselves increasingly irrelevant in their industries, unable to keep pace with more agile and customer-focused competitors.
Additionally, the long-term strategic vision of the company can suffer. Product management plays a crucial role in shaping the future direction of the business, identifying new opportunities, and driving innovation. When this function is compromised by leaders who lack the necessary skills, the organization’s ability to execute on its vision is severely diminished. This not only affects immediate product outcomes but also hampers the company’s ability to achieve long-term growth and success.
A Call for Change
This scenario, though bleak, is not set in stone. Organizations must recognize the unique value that trained product managers bring to the table. Industry experience, while important, cannot replace the skills and strategic insight required for successful product management. Companies must invest in the proper development of their product leaders, ensuring that they possess both industry knowledge and the essential competencies of product management.
To safeguard the future of product development, we must course-correct now. By empowering and respecting those with the right expertise, we can prevent the decline of product quality and ensure that the products of tomorrow continue to meet and exceed customer expectations. This means prioritizing product management education, promoting from within when possible, and fostering a culture that values continuous learning and improvement.
In the end, the success of an organization’s products — and by extension, the organization itself — depends on having the right people in the right roles. As we move forward, we must ensure that product management remains in the hands of those who are truly equipped to lead it, blending industry knowledge with the specialized skills that make great products possible. Let’s not allow the future of product management to be dictated by those who lack the qualifications to lead it.