Sean Horgan

PM as Track & Field

Sean Horgan

Product Management, at its core, is about hitting an objective and making an impact. However, the path to that outcome varies dramatically depending on the company's lifecycle, much like the diverse events in track and field. An early-stage startup, akin to a sprint or a power event like the shot put, demands explosive energy and rapid iteration. A PM’s success hinges on their ability to quickly validate hypotheses, pivot on a dime, and drive a product from zero to one with limited resources. Think of it as a burst of intense focus, where the immediate goal is clear and the path is often improvised. This requires a different skillset than the measured, strategic approach needed in a mature organization.

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As companies scale, the product management landscape transforms into a long-distance event. The focus shifts from rapid validation to sustained growth and optimization. Like a mile run or a relay, PMs must now manage complex roadmaps, navigate intricate dependencies, and maintain momentum over extended periods. This requires a deep understanding of market dynamics, meticulous planning, and the ability to coordinate across multiple teams. The "baton pass" analogy highlights the critical importance of seamless handoffs between product, engineering, marketing, and sales, ensuring alignment and preventing costly delays. The ability to maintain consistent pace, adapt to changing conditions, and strategically anticipate future needs becomes paramount.

Furthermore, the "events" within a company’s track can vary wildly. A PM might excel in launching new products (a high jump, perhaps), but struggle with scaling existing ones (the marathon). Similarly, a PM who thrives in a highly innovative, disruptive environment might flounder in a more conservative, incremental setting. This underscores the importance of self-awareness and strategic career planning. Senior executives must recognize that a PM’s past success in one company or product stage doesn’t guarantee future performance in another. Matching a PM's strengths to the specific "event" a company is running at any given time is critical for maximizing their impact and overall product success.

Ultimately, the track and field analogy serves as a powerful reminder that product management is not a one-size-fits-all discipline. It requires adaptability, strategic thinking, and a deep understanding of the company's current stage and goals. By recognizing the unique demands of each "event," PMs and executives alike can create a more effective and fulfilling environment for product development, ensuring that the right talent is deployed in the right place at the right time. Just as a decathlete trains for a variety of events, successful PMs must be prepared to evolve their skillset and embrace the challenges of each new stage in the company's journey.

Which Track & Field events are you good at?

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