InDecision is a blog run by early career researchers and practitioners in decision making psychology. We want to give younger scholars a voice, reach a wider audience with their work and give everyone a chance to see what happens inside decision-making science.
After my interview with InDecision Blog, a number of graduate students emailed asking me about careers in technology (hey, I asked for it). They were a very impressive lot from top universities, but their programming skills varied quite a bit. Some less technically minded folks were looking at careers in technology aside from data scientist. Enough of them asked specifically about product management, so I thought I would combine my answers for others who might be interested.
What does a product manager do?
Brings the donuts. The nice thing about social science grad students for whom reading about product managers is news is that we can skip over the aggrandized misconceptions about product management that many more familiar with the technology space might harbor. The product manager is the person (or persons) that stands at the interface between an engineering team building a product and the outside world (here includes not only the customers/users of the product, but also the other teams within a given company who might be working on related products). The product manager is in charge of protecting the “vision” of the product. Sometimes they come up with that vision, but more often than not, the scope of what the product should be and what features it needs to have today, next week, or next year is something that emerges out of interactions between the engineers, the engineers’ manager, the product manager, company executives, etc etc. The product manager is really just the locus of where that battle plays out. So obviously there is a great need for politicking at times as well.
But wait, there’s more! Once the product is actually launched, it is typically still worked on and improved (or fixed). So the product manager is also the person that gets to figure out how to prioritize the various additional work that could be done. But how do they figure out what needs to be changed or fixed? This is one of the places where research comes in! So someone like me might do analysis on the data of people’s actual usage of the product (the product manager prioritized getting the recording of people’s actions properly instrumented, right? RIGHT?). Or a qualitative researcher might conduct interviews of users in the field and try and abstract an understanding from that. Either way, the product manager has to make sense of all this incoming information and figure out how to allocate resources accordingly.
Why would social science graduate students be good at that?
Perhaps you can see where I’m going with this. Products are increasing in scope. Even a simple app has potentially tens of thousands of users. Quantitative methods are becoming increasingly important for understanding what customers do. In such an environment, being savvy about data is hugely advantageous. In the same way that many product managers benefit from computer science degrees without coding on a daily basis, product managers will benefit from knowing statistics, along with domain expertise in psychology, sociology, anthropology even if they aren’t the ones collecting and analyzing the data themselves. It will help them ask the right questions and to when to trust results, and when to be more skeptical. It will help them operationalize their measures of success more intelligently.
The soft skills of graduate school also translate more nicely. Replace “crazy advisor” with “manager” (hopefully a good one) and replace “fellow graduate students” with “other product managers” and many of the lessons apply. Many graduate social scientists will have plenty of experience with being part of a lab and engaging in large-scale collaborative projects. Just like in graduate school, a typical product manager will spend hours fine tuning slide decks and giving high stakes presentations meant to convince skeptical elders of the merit of a certain course of research (replace with: feature, product, or strategy).
Finally, building technology products is a kind of applied social science. You start with a hypothesis about a problem that people are having that you can solve. Of course, as a social scientist, the typical grad student understands just how fraught this is! Anthropologist readers of James Scott and Jane Jacobs and economists who love their Hayek will have a keen appreciation for spontaneous order (“look! users are using this feature in a totally unexpected way!”), as well as the difficulties of a priori theories of users’ problems or competencies. In fact, careful reading of social science should make a fledging PM pretty skeptical of grand theories. For instance–should interfaces be simpler or more complicated? How efficient should we make it to do some set of common actions? If everything is easily accessible from one click on the front page, will there be overload of too many buttons? Is that simpler or more complicated? These sorts of debates, much like debates about the function of particular social institutions or legal proscriptions, are not easily solved with simple bromides like “less is always better”, or “more clear rules, less discretion” (I am reading Simpler: The Future of Government by Cass Sunstein right now, and he makes this point very well with respect to regulations). The ethos of the empirical social scientist is to look for incremental improvements bringing all of our particularist knowledge to bear on a problem, not to solve everything with one sweeping gesture. This openness is exactly the right mentality for a product manager, in my opinion.
I hope I have at least partially convinced you that as an empirical social scientist, you would make a great product manager. Now the question is, how do I convince someone in technology of that? The short and most truthful answer is, I’m not 100% certain. It might take some work to break into project management, but I see lots of people with humanities background doing it, so it can’t be that hard (One of my favorite Google PMs is an English PhD). One thing I would suggest is carefully framing your resume to emphasize your PM-pertinent skills–things like, group project management, public speaking experience, making high stakes presentations, etc. You might also consider making a small persuasive deck to show as a portfolio example of a situation where you convinced someone of something (your dissertation proposal could work?). This would be a great start. Another thing is consider more junior PM roles initially–as a PhD coming out of grad school you are still going to make a fine salary as an entry-level product manager. If you apply these principles I have no doubt that you will quickly move up.
Read Paul’s original interview here.
- Research Heroes: Robert B. Cialdini
- Viewpoint: Raised on TED – The Inspirations
- Research Heroes: Gerd Gigerenzer
- Viewpoint: Raised on TED – The Dangers
- Research Heroes: Max Bazerman
- In The Wild: Leigh Caldwell
- Research Heroes: Barry Schwartz
- Viewpoint: The role of revealed research preferences
- Research Heroes: Robin Hogarth