The Balance Between Product Discovery and Delivery
Recently, a Reddit thread started an extensive conversation in a product management group I’m part of. It highlighted an alarming new trend in our field — the imbalance between discovery and execution.
In my opinion — in the zeal to innovate and strategize, the pendulum has swung too far toward the discovery end of the spectrum. While exploring new ideas and hypotheses is undoubtedly vital, it has overshadowed the equally significant aspect of execution. Nowadays, if a product manager is more into getting things done, they might feel like they need to do something more grand.
This shift fosters a culture where the tangible delivery of features and problem-solving is sidelined, creating a disconnect between product managers and the organizational goals. We should all remember that our values lie in business results.
Even though it was pretty sarcastic, the Reddit post is like an alarm bell for the industry. It highlights the growing frustration among product managers who work on execution as if it’s something that shouldn’t happen. This scenario is especially prevalent in small startups, where the CEO is heavily involved in the product, and the focus is more on tactics and immediate execution rather than long-term strategy.
However, it’s crucial to remember that product management is not a binary field where one has to choose between strategy and tactics. It is a subtle dance between discovery and execution. Both elements are integral to the successful management and development of a product.
Product managers should strive to maintain a harmonious balance between the two, ensuring that the excitement of discovery is complemented by the satisfaction of seeing a project through to completion. This balanced approach fosters a culture of accountability and progress and ensures that product managers are aligned with the broader organizational goals, thereby garnering greater appreciation from management.
