Forrester Analyst Tom Grant wrote an interesting blog about requirements gathering. In the blog he enters into the world of “complete odiousness of traditional requirements” (his words, not mine.) Dr. Jim Anderson commented on this, saying that “The real problem is that we simply don’t know how to ask the right questions.” I couldn’t agree more!
I have long held the position, as I know many of the esteemed product management “gurus” have, that you can teach a product manager about the industry/technology/market, but you can’t teach an industry expert how to have a real conversation with the market.
I know many others out there will blast me for this. I am ready. A person who knows how to have the conversation is far more likely to get to the problem that is at the heart of the matter. This person is more likely to find what solutions (not technical features) will resolve the problem. And, this person will be able to find out the value of the solution. A technical expert will likely dive into features and functionality, and ask a different line of questions – none of which are about the problem.
Having domain familiarity is good. I admit it helps in framing the context. But, it is not necessary. Most people can be taught the basics of any domain, or at least enough to know how to keep the conversations relevant.
Looking in from the outside – companies (and hiring managers) should be looking at the qualities of the product manager’s aptitude, not their platform experience. It will serve the product better in the long run.
Filed under: Buyers, Communication, Product Management, Product Marketing | Tagged: Blog, Job Hunt, Market, Product Management
Agreed. I’ve been passionate about requirements and the conversations that uncover hidden drivers, desires and fears of the customer for years. Over those years I’ve effectively worked in more than a half-dozen verticals. I can say that I am an example of your assertion.
Domain expertise can hurt as much as help in requirements elicitation and clarification. Where it does become invaluable is in identifying specific constraints (legal, procedural, technical) to the solution space.
Often, domain experience is little more than a crutch.
Agreed. Two jobs ago, I was hired for my product management experience. Took awhile though, many many opportunities I was ‘not qualified for’.
That being said, there is value in being able to not look like a complete idiot when talking to customers. Some are patient, some less so.
Stewart
The same can also apply to industry and solution marketing.
First and foremost, you need to decide whether industry or marketing expertise is more important to success – and that will vary based on your needs. For example, some industries and business processes are so complex that only seasoned folks can understand them. There is no one-size-fits-all.
I ran industry and solution marketing for my division and there was a constant pull between hiring domain experts vs. experienced marketers. In general, if you can hire someone with domain and marketing experience, you absolutely should.
But if that’s not the case, it can be far easier to train a smart marketer in the details of an industry or business function than to train a domain expert in marketing. Oftentimes, the domain experts’ experience is so far removed from marketing that they just can’t pick it up.
[...] months ago I wrote a blog on this subject. In the blog, and still today, I advocate that for technology companies, having the [...]