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By Udhaya Kumar Padmanabhan – Global Strategic Design Director at Designit
Ever wondered how the best products seamlessly blend functionality with an engaging user experience? The magic happens at the intersection of product management and product design. These roles, while distinct, are two sides of the same coin, working together to create products that not only achieve business goals but also captivate users. Let’s explore how these fields have evolved, how they intersect, and why their effective collaboration is key to crafting remarkable products.
The roles of product management and design are often seen through different lenses, each with its own set of responsibilities, challenges, and perspectives. Here, we explore the current scenario from the viewpoint of a product management professional and a designer within a product-focused company.
The Product Management Perspective
Product managers are often seen as the “mini-CEOs” of their products, owning everything from the vision and mission to the strategy and tactical execution. Their role is multifaceted and includes:
Product managers believe in their ability to understand and predict customer needs, market trends, and consumer behavior. There’s a perception that only individuals with specific academic backgrounds and experiences—typically in high-tech and prestigious companies—can excel in this role. This has led to a sense of entitlement and privilege within the profession, where product managers often see themselves as possessing unique skills that set them apart from other roles.
A common aspiration among product managers is to eventually rise to the position of Chief Product Officer (CPO). This ambition is grounded in data and surveys from the product management community, reflecting a widespread belief in their strategic importance within organizations.
The Designer’s Viewpoint
Designers, on the other hand, advocate for a design-led approach to product development. Historically, design was often dismissed as merely the aesthetic aspect of a product, but this view has evolved significantly over the past few decades. Designers now insist on having a “seat at the table” in strategic discussions, recognizing that design is integral to creating successful products.
Key elements of the designer’s perspective include:
There is also an ongoing tension between designers and product managers, often rooted in their different educational backgrounds—designers from design schools (D schools) and product managers from business schools (B schools). This dichotomy can lead to conflicts over influence and decision-making power within product organizations.
The Reality of Power and Privilege
Within most product-centric companies, the CPO’s office wields significant power and responsibility, directly impacting the company’s success and profitability. This structure often places design as a subset of the product management function, which is a contentious issue. Designers argue that their contributions are undervalued and that they lack the power and privilege enjoyed by their product management counterparts.
While the tug-of-war between product management and design garners much attention, a broader ecosystem of professionals and domains is essential for bringing a product to life. This ecosystem navigates the entire technology adoption lifecycle—from early development to market testing, mainstream traction, and eventual product evolution.
The Product Lifecycle
Products like the iPhone undergo a natural progression: starting in beta, gaining traction to become mainstream, and evolving through multiple versions. Eventually, all products reach the end of their lifecycle.
Business, Technology, and UX
Theoretical frameworks highlight three crucial aspects of product development: business viability, technological feasibility, and user experience (UX) delight. While these elements should be equally important, UX often gets sidelined. It’s frequently perceived as the icing on the cake—essential but less critical than business and technology.
The Reality in Product Companies
Inside many companies, UX integration with business and technology is often superficial. Despite its theoretical importance, UX is treated as an afterthought rather than a core component of product development. Addressing this disparity would require extensive research and industry-wide changes, but the current state undervalues UX compared to business and technological considerations.
As we navigate the fast-paced world of product development, it’s worth pausing to consider our own evolution as professionals. Just as our ancestors evolved from using basic tools made of stone and bone to dreaming of flying cars and living on Mars, we too must reflect on whether we, as product managers and designers, have evolved to meet the demands of our times.
Evolution of Thought and Practice
From the earliest humans to modern innovators, everything around us has been designed. The question we must ask is: Have we, as product professionals, evolved as much as our creations have?
Even the simplest aspects of our environment, like the variant of a finch found in southern India, showcase evolution. This prompts a reflection on our own growth. Are we, as product managers and designers, evolving at the pace we should be?
Perspectives in Product Development
Product management and product design have distinct perspectives. Product managers often see themselves as:
In contrast, product designers typically view themselves as:
The Core of Professional Identity
These identities shape the way professionals approach their work but also set the stage for friction. The creative versus analytical, cool versus rigorous, problem-solving versus logical thinking dichotomies often lead to a tug-of-war between product managers and designers. This is well-documented and extensively studied, yet the pace of technological advancement and personal aspirations often exacerbate these conflicts.
Reflecting and Moving Forward
In today’s world, where everyone is racing against the clock for career growth and recognition, it’s crucial to pause and reflect. The intense drive to achieve can sometimes border on insanity, and it’s important to take time to smell the flowers and consider our paths.
In the world of product development, a well-known tension exists between product management and design. Product managers and designers often see themselves as the best thing to happen to their respective fields, creating a tug-of-war dynamic.
The Core Beliefs
Product Managers:
Product Designers:
The Source of Tension
This dichotomy creates inherent friction. Product managers and designers often clash because of their contrasting approaches: analytical versus creative, quantitative versus qualitative, reductive versus additive. This tension is exacerbated by the formative experiences of individuals in each field, where they model their behavior on their mentors and leaders.
A famous industry quote asserts that “the very existential reason for user experience as a domain is bad product management.” While some agree, others recognize that both fields have unique strengths and stressors. The key is not in proving one superior to the other but in understanding how they can complement each other.
Bridging the Gap
The current focus tends to be on the differences between product management and design, creating a metaphorical red brick wall that separates the two. However, the true potential lies in finding ways for these contrasting approaches to intersect and cross-pollinate.
The future of product management and design is starting now. Both fields are transforming to adapt to new realities, where traditional roles and methods are being questioned and reshaped. This dynamic shift necessitates a closer look at how these disciplines intersect and how they can collaboratively drive innovation.
The Maturity of Product Management and Design
Product Management:
Design:
Bridging the Gap Between Product Management and Design
Collaboration and Integration:
Power and Privilege:
Evolving Skill Sets and Mindsets
For Product Managers:
For Designers:
Education and Continuous Learning
Lifelong Learning:
Fostering effective team dynamics is crucial for success. One influential framework for understanding team development comes from Bruce Tuckman, a pioneer in psychology and organizational behavior. Tuckman’s model, though not as famous as it perhaps should be, offers valuable insights into the stages teams go through to achieve high performance. Here’s a look at how product management and design teams can benefit from this model.
Tuckman’s Model: The Four Stages of Team Development
1. Forming: Building Relationships
2. Storming: Healthy Debates and Discussions
3. Norming: Establishing Norms and Cohesion
4. Performing: Achieving High Performance
Formation and Initial Collaboration:
Navigating Creative Tensions:
Establishing Effective Norms:
Achieving High Performance:
The intersection of product management and product design is a dynamic and evolving space. By understanding and embracing the unique strengths of each domain, and by fostering effective collaboration through frameworks like Tuckman’s model, organizations can create products that not only meet business goals but also delight users. As we move forward, the key to success lies in recognizing the value of multidisciplinary teams, cultivating curiosity, and embracing the idea that everyone can contribute to the design process.
About the Author:
Udhaya Kumar Padmanabhan – Global Strategic Design Director at Designit
Product management focuses on the strategic and analytical aspects of product development, such as planning, prioritizing, and ensuring business goals are met. Product design, on the other hand, centers on creative and user-centric elements, crafting intuitive and engaging user experiences. While both are essential for successful products, they bring distinct but complementary skills to the table.
Product managers typically do not design but instead focus on strategic planning, prioritizing tasks, and ensuring business goals are met. They work closely with designers, who handle the creative and user experience aspects. However, product managers need to understand design principles to effectively collaborate and guide the product vision.
To transition from a product designer to a product manager, gain knowledge in strategic planning, market analysis, and project management. Seek opportunities to lead cross-functional teams and demonstrate your ability to drive product vision and execution. Additionally, develop strong communication and leadership skills to effectively collaborate with stakeholders and guide product development processes.
No, product management and UX design are distinct roles with different focuses. Product management involves strategic planning, market analysis, and driving product development, while UX design focuses on creating intuitive and user-friendly interfaces. While they collaborate closely, they serve different functions within the product development process.
