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The product manager role is a mistake
The article argues against relying too heavily on individuals with "product manager" titles in product development, as this approach can lead to hiring mediocre people who lack technical skills and charisma, creating a culture of politics and playing it safe, and losing the company's best talent. Instead, the author suggests building successful product companies by hiring everyday great people who are obsessed with their craft, driven by quality, and passionate about their work. These individuals should be brought together in teams without overlapping areas of greatness, and paid to have fun doing what they love. The leader of each area should have a strong vision, charisma, intensity, passion, and extreme behavior, while product managers should focus on product discovery, observability, and other areas traditionally delegated to them.
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article argues
lack technical
technical skills
mediocre people
hiring mediocre
product development
product
great people
people
hiring everyday
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