Product Management is its own thing. It doesn't really belong under either of those. Keeping in mind that org charts influence thinking - rightly or wrongly - you'd be putting Product Management in a no-win situation when they're meant to act as intermediaries between engineering and sales.
I'm just joined a startup where Product is its own arm. We sync with Sales and Engineering, but we push products based on smart decisions. It wasn't always that way, from what I hear, and it was a slog to get there, but so far from what I've experienced, it's been well worth it. There's still some work to do, but it's vastly different from orgs I've been in before, where Product fell under something else and had little clout to do what needed to be done.
Comments
Product Management is its own thing. It doesn't really belong under either of those. Keeping in mind that org charts influence thinking - rightly or wrongly - you'd be putting Product Management in a no-win situation when they're meant to act as intermediaries between engineering and sales.
I'm just joined a startup where Product is its own arm. We sync with Sales and Engineering, but we push products based on smart decisions. It wasn't always that way, from what I hear, and it was a slog to get there, but so far from what I've experienced, it's been well worth it. There's still some work to do, but it's vastly different from orgs I've been in before, where Product fell under something else and had little clout to do what needed to be done.