Is Product Management Dead? A Reflection on Evolution, Challenges, and the Future

In recent discussions with peers in the product management industry, a recurring theme has emerged: the claim that product management is either dead or no longer a role. At first, I dismissed this notion. However, the more I engaged with these conversations, the more I began to see why such a perspective might exist. The sentiment is not entirely without merit, especially in light of emerging technologies such as AI and shifts in organisational structures.

Still, I cannot help but disagree with the premise.

Recently, while reading my usual daily Zen guidance, I came across the thought: “Don’t let others influence your decisions. Be like a tree that bends but does not break.” This resonated deeply, reminding me of my own journey in product management over the past two decades. The essence of product management—solving problems, creating opportunities, and evolving solutions—remains unchanged. The context and tools may shift, but the core philosophy persists.

Product management is not dead; it is simply evolving.

The Foundations of Product Management

When I started my career in product management, the role was straightforward but demanding: identify customer problems, define solutions, and work with cross-functional teams to deliver value. The tools were rudimentary compared to today, and the focus was often on tangible products. Market research involved surveys and in-person interviews, and success metrics were tracked manually or through basic software.

At its heart, product management has always been about problem-solving. It’s a discipline that combines analytical thinking, creativity, and collaboration. Whether it’s launching a new feature or pivoting an entire product line, the goal has always been the same: deliver value to customers while aligning with business objectives.

How Product Management Has Evolved

Over the years, product management has undergone significant transformations. These changes have been driven by advancements in technology, shifts in consumer behaviour, and evolving business landscapes. I summerised some of the main milestones here:

1. The Rise of Agile and Lean Methodologies

In the early 2000s, Agile and Lean methodologies revolutionised product development. They shifted the focus from rigid, long-term planning to iterative development and rapid feedback loops. This transformation required product managers to adopt new skills, such as sprint planning, backlog prioritisation, and user story creation. It also emphasised the importance of customer-centricity and adaptability.

2. The SaaS Boom

The proliferation of Software-as-a-Service (SaaS) products introduced new challenges and opportunities for product managers. The subscription-based model demanded a continuous focus on user retention, engagement, and lifetime value. Metrics like churn rate, net promoter score (NPS), and monthly recurring revenue (MRR) became central to the role. This shift also led to the rise of product-led growth strategies, where the product itself became the primary driver of customer acquisition and expansion.

3. The Data Revolution

With the advent of big data and advanced analytics, product managers gained access to unprecedented insights into user behaviour. Tools like Google Analytics, Mixpanel, and Amplitude allowed for data-driven decision-making. However, this also introduced new challenges: how to interpret data effectively, avoid analysis paralysis, and balance quantitative insights with qualitative research.

4. The Impact of AI and Machine Learning

Today, AI and machine learning are shaping the next frontier of product management. These technologies offer immense potential for personalisation, automation, and predictive analytics. However, they also require product managers to develop new competencies, such as understanding AI capabilities, defining ethical guidelines, and managing complex data infrastructures.

The Current Debate: Is Product Management Dead?

The notion that product management is dead likely stems from several factors:

1. The Rise of AI Tools

AI tools like ChatGPT, DALL-E, and automated analytics platforms have taken over some traditional product management tasks. These tools can generate user stories, prioritise backlogs, and even conduct market research. While they enhance efficiency, they also raise questions about the role of the product manager.

2. Organisational Changes

Some organisations have shifted towards flatter structures, where responsibilities traditionally held by product managers are distributed across teams. For instance, developers, designers, and marketers may collaborate directly without a central product manager. This approach can work in certain contexts but often lacks the strategic alignment and cohesion that product management provides.

3. The Misconception of “Product-Led”

The rise of product-led growth has also contributed to the misconception. In product-led organisations, the product takes centre stage in driving growth, often overshadowing the role of the product manager. However, product-led growth is not synonymous with the absence of product management; rather, it underscores the importance of crafting a product that delivers exceptional value.

Why I Believe Product Management Is Evolving, Not Dying

Product management has always been a dynamic field, adapting to new challenges and opportunities. The current landscape is no different. Here’s why I believe product management is far from dead:

1. The Core Philosophy Remains Intact

At its core, product management is about identifying problems, defining solutions, and delivering value. These principles are timeless. While the tools and methods may evolve, the underlying philosophy remains unchanged.

2. The Role Is Expanding

Rather than disappearing, the role of the product manager is expanding. Today’s product managers must navigate a complex ecosystem of stakeholders, technologies, and market dynamics. They are not only strategists but also data analysts, UX advocates, and change agents. This evolution requires continuous learning and adaptation, but it also makes the role more impactful and exciting.

3. Technology as an Enabler

AI and other technologies should be seen as enablers, not replacements. They automate routine tasks, freeing up product managers to focus on higher-order responsibilities, such as strategy, innovation, and leadership. For instance, AI can help identify patterns in user behaviour, but it cannot empathise with users or craft a vision for the future (at least not yet).

4. The Human Element

Product management is as much about people as it is about products. Building relationships with customers, aligning teams, and fostering a culture of collaboration are inherently human tasks. These aspects of the role cannot be replicated by AI or automated processes.

The Future of Product Management

As we look to the future, it’s clear that product management will continue to evolve. Here are some trends and opportunities that I believe will shape the next era of the discipline:

1. Ethical Product Management

With the growing influence of AI and data-driven technologies, ethical considerations will play a central role in product management. Product managers will need to navigate complex questions about privacy, bias, and social impact. This will require not only technical knowledge but also a strong moral compass and the ability to lead difficult conversations.

2. Interdisciplinary Collaboration

The boundaries between disciplines are becoming increasingly blurred. Product managers will need to collaborate closely with data scientists, ethicists, behavioural psychologists, and other specialists. This interdisciplinary approach will enable more holistic and innovative solutions.

3. Continuous Learning

The pace of change in the industry demands a commitment to lifelong learning. Product managers must stay curious and adaptable, continuously updating their skills and knowledge. This includes not only technical competencies but also soft skills, such as communication, empathy, and resilience.

4. Focus on Outcomes, Not Outputs

The shift from output-driven to outcome-driven product management will continue to gain traction. This approach emphasises the value delivered to customers and the impact on business goals, rather than simply delivering features or meeting deadlines. It requires a deep understanding of user needs, market trends, and organisational objectives.

From Here to the Stars

Product management is not dead; it is evolving.

Like any other discipline, it must adapt to changing circumstances and embrace new challenges. This evolution is not a sign of obsolescence but rather a testament to the resilience and relevance of the role.

As a product manager with over two decades of experience, I’ve witnessed firsthand the transformations of this field. Each change has brought new opportunities for growth, learning, and impact. I firmly believe that product management is at the cusp of yet another evolution, and I am excited to see what the future holds.

So, to those who claim that product management is dead, I say this: the role may look different tomorrow, but its essence will remain. It is up to us as product managers to embrace this evolution, adapt to new realities, and continue delivering value to our customers and organisations. After all, change is the only constant—and that’s what makes this journey so rewarding.