alt Hacker News>The most common reason companies fail is creating products that don’t deliver value to users, causing them not to pay.
>“Oh, but I have a PM for that,” you might say. But having a PM is not enough.
It should be, that's literally their job. Developers and EMs shouldn't be doing that part for them.
In the same way developers need to know how to ifs and loops, Product Managers need to find out which features to build and user pains to fix.
Maybe, just maybe, we need to stop raising the bar for interviewing developers and start raising the bar for the other people working with developers, instead of getting developers to compensate for shortfalls.
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There’s a reason you never see posts like: “My jump from BD to software engineer”
I’ve never met a sales person as broadly capable as your average engineer.
The curse of competence is organizational as well
I was wondering about that for a while now - it feels in my last few jobs as an EM, the major part of my work (or rather the most influential one?) was managing, coaching and guiding product. The realization was actually quite simple for me: while hiring in engineering is defined by an sometimes absurd number of interviews, code challenges and so on, product is a case study and you're good: and that doesn't seem to be doing the trick.