By Andrew Park | 2024-09-19
As companies scale, Product Operations (Product Ops) teams are often introduced to help Product Managers manage operational complexities. However, Marty Cagan, a leading voice in product management, emphasizes that while Product Ops can alleviate certain burdens, there are key responsibilities that Product Managers should never delegate. This essay explores what can and cannot be delegated, based on insights shared in Lenny’s Podcast episode, The Nature of Product.
What Product Managers Can Delegate to Product Ops
Product Ops is designed to manage operational tasks, allowing Product Managers to focus on more strategic responsibilities. According to Cagan, certain tasks can be delegated to Product Ops, particularly in large-scale, complex organizations. These are tasks that free up a Product Manager’s time without detracting from their essential leadership role.
1. Run-Time Production Issues
Product Ops can manage run-time production responsibilities, such as triaging bugs and resolving issues that arise post-launch. Cagan notes that while a Product Manager will occasionally need to get involved, delegating these firefighting duties allows them to focus on forward-looking product development.
2. Building Systems for Efficiency
Product Ops can play a pivotal role in developing systems and processes that improve operational efficiency for Product Managers. This includes automating data collection, streamlining workflows, and reducing administrative burdens, which gives Product Managers more time for strategic thinking and decision-making.
3. Data Management and Reporting
Given the sheer amount of data product teams handle, Product Ops can assist in gathering and analyzing key metrics. While Product Managers must still interpret data and make decisions based on it, Product Ops can prepare reports and highlight trends, making data more accessible.
What Product Managers Cannot Delegate to Product Ops
While Product Ops provides valuable support, Cagan stresses that certain responsibilities must remain with the Product Manager. These responsibilities are core to the success of the product and define the leadership role of the Product Manager.
1. Direct Access to Customers
A Product Manager must maintain direct and unfiltered access to customers to gain deep insights into their needs, pain points, and feedback. Cagan warns against delegating this responsibility to Product Ops or allowing Customer Support, Sales, or any other role to act as a gatekeeper between the Product Manager and the customer. Without firsthand customer interaction, Product Managers are on a path to failure because they will lose critical insights needed to drive product innovation.
2. Direct Collaboration with Engineers
Product Managers must work closely with engineering teams, ensuring they are aligned on product vision and technical feasibility. Cagan opposes any intermediary role, including Product Owners or project managers, between Product Managers and engineers, as it can disrupt this essential collaboration. For more thoughts on this topic, see my articles Reimagining the Product Owner Role: From Tactical Executor to Strategic Leader and Product Owners are no longer enough: Evolving beyond Scrum’s original vision.
3. Direct Engagement with Stakeholders
Product Managers should not delegate their responsibility to engage directly with stakeholders, including executives, marketing teams, and other departments. Maintaining these relationships is crucial for ensuring that the product strategy aligns with the broader business objectives. If a Product Manager loses touch with stakeholders, they risk misaligned priorities and strategic missteps.
The Dangers of Over-Delegation
Cagan’s caution against over-delegation stems from his belief that leadership should not be replaced by processes. Many organizations, in their efforts to scale, rely too heavily on roles like Product Ops or frameworks like SAFe to streamline operations, rather than investing in leadership. Cagan critiques the overuse of Product Ops teams to relay customer insights, arguing that this disconnects Product Managers from their most important source of information. He is equally critical of delegating engineering collaboration to intermediaries like Product Owners, as it dilutes the Product Manager’s leadership and strategic focus.
Conclusion
Product success isn’t achieved through processes or frameworks. Instead, it hinges on cultivating skilled performers across all roles—Product Managers, Designers, and Developers. Product Managers must excel in product discovery and strategy while also honing strong leadership skills, as their role is inherently one of leadership. Similarly, Designers and Developers need deep domain knowledge, understanding not only how to build but what to build.
To consistently deliver successful products, organizations must invest in developing talent across these critical areas. My team offers consulting to help implement continuous learning cultures, based on what I’ve shaped at G3 Technologies since 2004. Feel free to reach out to me via LinkedIn, and I’ll be happy to discuss how we can help your organization build the Product Management, Design, and Software Development talent needed to drive lasting success.
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