Most tech startups operate within hierarchical structures where power distribution is limited, despite claims of employee empowerment. Distribution of products is typically controlled by CEOs or department leaders, relegating products and associated teams to a service role. The performance and success of product-led entries depend on the respective organizational growth model, whether sales-led, marketing-led, or product-led, each posing unique challenges and opportunities regarding PM involvement in distribution strategies. By distributing power and co-architecting distribution, organizations can stimulate product success and better meet customer needs.
PMs in sales-led organizations create features to support sales efforts, often compromising product vision to align with immediate sales demands, which can hinder long-term strategy.
In marketing-led organizations, distribution is shaped by audience engagement and customer acquisition strategies. PMs must collaborate closely with marketing to ensure product messaging resonates.
In product-led growth models, distribution relies heavily on product experience. PMs are integral in shaping distribution by prioritizing user experience and leveraging product features to attract customers.
Distributing power away from central leadership enhances collaboration among teams. This approach fosters innovation and enables PMs to have a more significant role in shaping product distribution.
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