“Lots of product managers do not manage products, they’re managing services. It’s no longer enough just to help teams decide on the new features of their service, we need to focus on the ‘so what?’

- how will this actually increase the value of the service, for users and for our organisation?
- how do we hold ourselves accountable for increasing the value of our service, and empower our teams to use their combined skills to achieve this increase in value?

I’d like to propose that we are value managers, not product managers.”

As a product manager who has recently moved into a role in which I'm not directly affecting a 'product', this idea appeals to me. But I have a niggling feeling that actually this definition dilutes too far the product manager's job: Would not the majority of managers in most organisations recognise themselves in Colfer's definition?