Product management is a multidimensional role often hard to define. Many individuals have strong opinions and it is a constant discussion on what it really is. We need to leave the opinionated organizational design and deliver an organizational setup that deliver in its context!

In the early years of working with Product Management we often jumped to conclusions believing in a single solution. Numerous books and consulting organizations share their ways of doing it right - giving you the one and only answer to how to make Product Management work.  After numerous company experiences, benchmarkings, organizational assessments, projects and discussions it is obvious for us that there is not one single solution for Product Management. One solution does not works in all contexts.

Tolpagorni has identified a way to deal with the different organizational goals and contexts. The design of the Product Management  organization is based on taking three steps:

  1. Goal setting and choice of Hypothesis for Base line
  2. Gap analysis – assessing the organization
  3. Designing the organization

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 Baseline

All organizational setups have their pros and cons. Depending on what you want to achieve, and in what context you operate, these pros and cons become more or less relevant. Thus you need a point of reference when assessing an organizations ability to perform. Based on our experience we have identified three distinct baseline perspectives you can use to analyze a Product Management organization:  

  • A Knowledge based perspective
  • A Process based perspective
  • An Interaction based perspective

The perspective will together with your goals give you a baseline to relate to when you assess your Product Management performance.