Strategic vs. Tactical Product Management
The Great Divide Strategic Versus Tactical Labels: Trouble?
Strategic product management implies that the people best suited for the job are capable of thinking at a higher level, a label that all too often creates a perception that strategic people have more value to the organization than those who are not strategic. Right or wrong, it's a reality.
Conversely, tactical product management implies that the people best suited for the job are doers rather than thinkers. In most people's mind, it's less desirable than strategic.
The problem with dividing product management into strategic and tactical camps is that most people shy away from the tactical label because it lacks the glamour of a strategist, not to mention all the hard work that goes with it. You can hardly blame them.
It's More About Time Than Labels
It's not really a question of which tasks are strategic and which are tactical. It's more a question of how much time you should spend deciding what to do (strategy) versus doing it (execution). If the overall company goal is to grow revenue (usually a safe bet), the mission of product management and product marketing is to support those growth objectives with new product capabilities and clever marketing initiatives.
To that end, the strategic component of product management and product marketing is one or two strategic planning exercises each year to map out the delivery of new product capabilities and marketing initiatives that best support the company strategy. Granted, innovative thinking and creativity are crucial elements of every strategy, but in most technology companies the creative ideas flow constantly. Therefore, product strategies usually boil down to the ideas with the best combination of payback and risk.
The more difficult part is executing the strategy, i.e. doing the work. The problem with labeling tasks strategic or tactical is it creates a perception that some people just have to think while others get to do all the work. Unless you've got an army of people to do the grunt work, these perceptions can become the root cause of poor execution.
Instead of thinking about which tasks are strategic and which are tactical, think about how much time you should spend deciding what to do versus doing it, and manage your time accordingly. A good rule of thumb: spend 20% of your time deciding what to do (strategy) and spend 80% of your time doing it (execution).
Label vs. Reputation
Look at any job description for product management or product marketing and somewhere within you'll find the phrase, "must be able to lead..." We've all worked with the great brainchild, the guy with loads of brilliant ideas but couldn't find his way out of a phone booth if he tried. It's not a reputation most people want.
Great product managers have the innate ability to think strategically then execute with a purpose. As you plot your career path, decide whether a strategic or tactical label will get you further than a reputation for strong leadership and solid execution.
If the strategic and tactical camps are wreaking havoc on your organization, signup for Product Management University Onsite, Online or Open Enrollment. We'll teach you simple techniques for great leadership and solid execution.
