Chief Product Officer (CPO) - Leads the product function at an organizational level.Supporting the triad are PMs, PMMs, and many of the other roles below: At Atlassian, we’ve formed the triad - where a leader from development, design, and business work together to lead product strategy. Since it’s really hard to find individuals fluent in both areas, oftentimes product management is brought to life by a small group of specialists. These people have proven to be so rare and valuable that product management now commands the highest salaries in all of tech. This most often manifests itself in one of two cases: an experienced business marketer with a passion for outstanding user experience and can speak fluent tech lingo, or a technical development leader who understands the product so well that they can begin to drive its creation. This individual must represent a deep proficiency in at least one of the areas that touch product management, and a passion for or fluency in the others. In some cases, product management for one product, or family of products, is handled by a single Product Manager. Product management roles: The product manager and beyond 2001 - The Agile Manifesto is written, which, in large part, broke down department silos and outdated processes, to make room for a unified product management role.
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1980s - Developing agile processes, combined with greater acceptance of “brand management” roles, takes hold in many technology and software companies.start developing lightweight processes, in opposition to cumbersome processes that emerged from manufacturing industries. 1953 - Toyota develops the kanban method.Late 1940s - Toyota develops JIT manufacturing principles, later adopted by Hewlett-Packard.1943-1993 - Hewlett-Packard sustains 50 years of 20% Y/Y growth by implementing the “brand man” philosophy in their new company.Late 1930s - McElroy is an advisor at Stanford University, where he influences two young visionaries: Bill Hewlett and David Packard.McElroy, a marketing manager at Proctor & Gamble, writes a 300-page memo on the need for “brand men,” who manage specific products. Since the 1930s, the continued success of this function has led to the growth of product organizations across industries and geographies.
Product management was born during the Great Depression when a 27-year-old marketer proposed the idea of a “brand man”- an employee to manage a specific product rather than a traditional business role.
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