I wondered the same thing, it feels like it could hamper the—imo, positive—aspect of PMs coming from all sorts of backgrounds. It could contribute to conflating a PM with a full on management role that comes with seniority, rather than an IC path on its own.
It does raise an interesting question of how to balance Junior/Associate PM roles…
I wondered the same thing, it feels like it could hamper the—imo, positive—aspect of PMs coming from all sorts of backgrounds. It could contribute to conflating a PM with a full on management role that comes with seniority, rather than an IC path on its own.
It does raise an interesting question of how to balance Junior/Associate PM roles with having a broader responsibility on marketing and P&L. I feel today the seniority of PM roles is often focused on increasing the scope of the areas of product (e.g. owning a feature -> owning a product area -> owning the product), so it'd be interesting to explore how to match that in a scenario where being a PM encompasses the product development and marketing angle.
I wondered the same thing, it feels like it could hamper the—imo, positive—aspect of PMs coming from all sorts of backgrounds. It could contribute to conflating a PM with a full on management role that comes with seniority, rather than an IC path on its own.
It does raise an interesting question of how to balance Junior/Associate PM roles with having a broader responsibility on marketing and P&L. I feel today the seniority of PM roles is often focused on increasing the scope of the areas of product (e.g. owning a feature -> owning a product area -> owning the product), so it'd be interesting to explore how to match that in a scenario where being a PM encompasses the product development and marketing angle.