I’ve recently observed a specific product management/product engineering dynamic and I got to thinking that it’s quite common.
Observe: The engineers are clamoring for the product management to provide a roadmap or at least a high-level vision for the existing and future products in the next year or three. The product management is unwilling or unable to provide this information, but wants to know what engineering has been doing recently, i.e. some form of a progress report that they can trade in to top managers to get a green light for the ideas and vision that engineering is asking for.
This deadlock can take any form from very amusing to very dysfunctional, and I’ve personally seen this particular information flow break down on several occasions.
So how can this pattern be defeated? What would it take to break the vicious cycle? Read on to find out…