Product Operations: Not Just for Big Companies
We love having guest authors here on the Tuckpoint blog, especially as we endeavor to make digital transformation and operating model transformation more seamless for leaders everywhere. If you're at the helm of an organization with a product management practice, today's share from our friend Janna Bastow at ProdPad will lend some rich insight into the Product Operations role and why all companies – large and small – should embrace it.
It all started with a question. A product person I knew, who also happened to be a customer of ours here at ProdPad, reached out to me. She was in the midst of an internal debate at her company. The topic? The need for a dedicated Product Operations role.
After listening to a ProductOps Bootcamp webinar I'd run with Melissa Perri, an expert on the subject, she was convinced that her company needed to consider hiring a ProductOps person. Her boss, however, wasn't entirely on board. She thought it might help to bring in an outside perspective, and so, I found myself on a Zoom call with her and her CEO, discussing the shape of their product organization.
The Role of Product Operations
Product Operations, or ProductOps, is the engine that keeps the product team running smoothly. It's about selecting the right tools, establishing efficient workflows, managing data pipelines, and shaping the team structure. It's the kind of work that often goes unnoticed but is crucial for the team's success.
The Role of Product Management
Product managers, on the other hand, are the visionaries. They're the ones out there guiding the product's journey, conducting customer interviews, making strategic decisions, and asking the tough questions that drive the product forward.
The Dilemma: A Balancing Act
The challenge many organizations face is this: when product managers are overloaded with operations work, their capacity for core product management tasks is reduced. A recent poll I conducted on LinkedIn shed some light on this. Out of the respondents:
Only 5% said they spend 10% or less of their time on ProductOps tasks.
34% mentioned they dedicate 10-25% of their time to these tasks.
A significant 35% shared they spend 25-50% of their time on ProductOps.
And a surprising 27% revealed they spend more than 50% of their time on ProductOps tasks.
These numbers are telling. For many, a significant portion of their time is being spent on operations tasks, time that could be better used for discovery, customer interviews, and strategic decision-making.
When to Hire a ProductOps Person
So, when is it time to hire a dedicated ProductOps person? The answer lies in how your product people are spending their time. If a significant portion of their time is being spent on operations tasks, it might be time to consider bringing in a dedicated ProductOps role. This new hire can take on these tasks, do them more efficiently, and free up your product managers to focus on their core responsibilities. It's a win-win, a level up for everyone involved.
The Misconception: Busting the Myth
But let's address the elephant in the room - the pervasive myth that ProductOps is a 'big company' thing. It's a misconception that's been floating around, and it's high time we debunked it.
During the webinar with Melissa Perri, we delved into the nitty-gritty of ProductOps. At one point, Melissa asked the audience a simple question: "Who here does a significant amount of ProductOps but is actually a product manager?" The response was overwhelming. A sea of hands shot up, a silent admission that ProductOps was indeed a part of their day-to-day workload, whether they realized it or not.
The Integration: A Seamless Transition
So, you've decided to bring in a ProductOps person. Great! But how do you integrate this new role into your existing team structure? It's a question that can seem daunting, but with a little planning, it can be a seamless transition.
Start with a clear role definition. What are the responsibilities of the ProductOps role? What tasks will they take on? Having this clarity will help avoid confusion and ensure everyone understands the purpose and value of this new role.
Next, communicate. Share the news with your team. Explain why you're bringing in a ProductOps person and how it will benefit the team and the organization as a whole.
Encourage collaboration. The ProductOps person should work closely with the product managers, sharing insights, learning from each other, and working towards common goals.
And finally, provide support. Make sure your ProductOps person has the resources, training, and tools they need to succeed. Regularly review their progress, gather feedback, and make adjustments as necessary.
The Conclusion: A Level Up
Our Zoom call ended on a hopeful note. The CEO, once skeptical, was now considering the idea of a ProductOps role with a fresh perspective. It was a small shift, but a significant one.
ProductOps isn't just a 'big company' thing. It's a role that can add immense value to any product team, big or small. It's about recognizing when your product managers need that extra support and when they need to refocus on their core responsibilities. And when that time comes, it's about making the decision to level up, to bring in a ProductOps person, and to supercharge your product team.
Janna Bastow is CEO and Co-founder of ProdPad, as well as one of the original founders of Mind the Product. You can find her writing at either the ProdPad or Mind the Product blogs, or follow her on LinkedIn for the latest updates.