Konrad Weber writes: “More technically skilled employees are needed, who at the same time also have the necessary understanding of the media.” That’s certainly the case. But more critical seems his statement regarding leadership:
Leadership in support of product management means applying transparency, inclusion and a holistic approach to decisions made at the top management level.
Although it might be implied, what I miss in his statement is that developing a product mindset and organization will lead to a power loss in the management.
Especially if you think about the agile manifesto
and the Scrum process
, decision-making is delegated to teams.
The loss of power even goes further if you think about user-centric product decisions: Whether a button is round or square is decided by an A/B test rather than the personal likes of the leadership.
These changes are a massive cultural transformation for legacy companies that requires a lot of time and trust-building. I’ve met many young, inspiring people, hungry to drive that change. They see the opportunity in the change and want to take on more self-leadership. But, unfortunately, I’ve also experienced many of them being disillusioned because the management is holding on to power.
It’s a crucial step: The management has to lead the change. Otherwise, the plan to build a product-driven organization remains a lip service – frustrating everyone in the process.