There are a only a very few roles within an organisation where the skills of that role enable the holder to apply them to the role. People who work in HR or Finance can’t apply the thinking of their specialisms to how their role works in an organisation. Of course, it’s beneficial for all roles or teams to appreciate what problem they solve for their organisation, but very few of them get to shape how they solve that problem. The role they play is well shaped and clearly defined. Maybe we could expect Sales people to sell their role within an organisation, and maybe we could expect Designers to design how their role fits in the organisation. And maybe Product manager can product manage their role in an organisation.
They can attempt to understand the problems the organisation is trying to solve by having product managers and shape how their role solves that problem. Is essence, the role becomes a product that enables a value exchange between the product manager or product team and the organisation.
I wonder if product teams that take a product management approach to how they operate within the organisation might be more successful. Rather than adopting a fixed approach they can set hypotheses about what might work better and then run experiments to prove or disprove it. They can use prototype processes to test and validate ideas about how to work. And once they have a process that looks promising, iterate on it as the working environment changes.
Product managers should product manage product management.