As a Product Manager, sometimes you are under pressure due to different factors (a need to get a product or its part to market by a specific date, etc.), and there can be no or almost no time for experiments.
This can happen due to the immature product culture, where the Product Management function is not at the centre of the product and business, but is closer to the Tech function and is perceived as a delivery function.
What should a Product Manager do in this case?
I suggest starting by assessing the current setup: talking to your team, stakeholders, and colleagues you often work with to identify the current product management flow. If you find out that business and product decisions are driven mainly by someone else rather than a Product Manager, then you’re in trouble you need to suggest some other way of working to your colleagues.
A central part of any Product Manager’s work is product discovery. It’s a daily activity that enables you with a full picture фтв deep understanding of what your product is, what your ICP (Ideal Customer Profile) is, and how this is aligned with your value proposition.
If a Product Manager somehow actually becomes a Delivery Manager, it leads to either eliminating the product discovery process or limiting it to the extent that makes it impossible for a Product Manager to be an advocate of both users and business.
