The role of a product managers in FAANG and and why we don't write JIRA tickets
Love your posts Will! I was wondering if you can talk about your experience working with PMM at Facebook. I don’t see PMM mentioned above.
So, curious to hear how you view their roles.
I find it interesting that companies are constantly inventing the wheel anew, and "discover" things that are readily available to everyone. I think it's just a matter of leadership enabling this to happen, while at other organizations, leadership supports something more strict, e.g. more technical, or more project-mgmt oriented, or more subservient, etc. Best of luck to FB and everyone else who is empowering people to do their best work.
Great post - would you say a tech lead should typically do any coding themselves, or do you see their role purely as a support role for the other engineers on the team?
Great post - I was wondering, what role does the Engineering Manager play within Facebook product teams?
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Hey Will love the growth and focus on PM value. You'd be invited to join my new Discord channel for Substack Creators: https://discord.gg/N6AX5AFu
Hi Will, your way of articulating and sharing your experience is extremely impressive. Very recently I have entered into the product management role and I would like to learn more on how to create product strategies and work on the execution with more real examples. Could you help me share any reference for some product based books/ebooks or any other blogs to follow?
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I have to say this is the best article that I have read so far to clearly explained FANNG PM job responsibility. Well written and Well communicated.
The only thing I would say the FANNG PM do not have is "competitive market fit sense" which is why not a lot of these PMs who built very successful companies from 0 to 1. But they have tons of experience to take a product from 20->80 or 70-100.
Hey Will, great post. This thing has gone viral even in Germany and I found myself debating many of your questions with Engineers and PMs as well. I think you put it well: empowered versus non-empowered team is a key differentiator on whether this can work or not. And then you will have stronger and weaker teams whom you (as management) trust more or less and thus empower more or less --> leading to various ways of "doing product management" even in the same organization.