I had a long talk today with a colleague about CMO, CTO, and other CxO positions. I remarked that recruiting for a CxO means "This is the department that the board is most concerned about." Tom retorted that it's the department that everyone else feels comfortable second-guessing.
(In that case, we totally need a CPMO, don't you think? I mean, really, don't you wish everybody would just concentrate on their own damn jobs for a week?)
That's one of the biggest problems in product management: Everyone else feels they know exactly what product management should be doing--except the product managers don't agree.
Development wants product managers and product owners sitting next to them to answer questions in real time. After all, it's so difficult to look up a reference file on sharepoint. Sales people can't be bothered to learn product details so they want to connect product managers directly with customers to answer questions. Marketing teams are often more focused on programs than product, so they need a product manager to translate technical-speak into customer-speak.
And for that matter, product managers can't really explain what they do either.
There are four types of expertise found in product management--technical, business, marketing, and domain. And yes, teams around the company need access to this expertise. How can we support those teams without spending all day reading aloud to others from published documents?
There are four types of product management expertise. Learn more in my popular ebook, Expertise in Product Management. Download it here.