The mythical “Full Stack” Product Manager…

In the world of Product Management, the idea of what might be called a “full stack Product Manager” – which you may have seen referred to as a zero-to-one (or 0-1) Product Manager, end-to-end Product Manager, full-lifecycle Product Manager or similar – has started to appear in recent years. Originally used in software development and representative of the apparently ideal Software Engineer, the ‘full stack’ idea is now being applied to Product Managers who can handle all aspects of product management… presumably alone.

But is this role necessary? Is it even advisable?

Defining the Full Stack Product Manager

The ‘Full Stack’ term has recently started to appear in buzzword-heavy Job descriptions for Product Managers. The general ‘full stack’ idea has been around for a some time – it’s just that Recruiter Marketeers love a good buzzword and ‘full stack’ is just such a thing: it means nothing, so it can be used everywhere and for whatever definition you wish.

At least they’re not looking for ‘Rock Star’ Product Managers… perhaps as a result of Workday’s advertising making Marketeers realise what we all realised long ago – that calling someone a ‘rock star’ anything is stupid… unless they’re a rock star.

The basic ‘full stack’ or ‘0 to 1’ premise is a Product Manager who is able to manage all phases of the product lifecycle from discovery, ideation & market-fit validation to product development, launch & marketing (and everything else besides), while possessing a deep understanding of technical, business and user aspects. In other words, every aspect of Product from idea to implementation and beyond.

A Product Manager Unicorn, so to speak.

And, yes, for a long time there have been unfortunate people who have been using use that phrase, too.

This might seem enticing on the surface, but expecting to ever find and take advantage of someone who has comprehensive knowledge and expertise in all aspects of the Product lifecycle may be counterproductive and even damaging. While you might find ‘Product gold’ (or ‘Product god’, even!) there is almost no chance that s/he will be able to all things at all times, and even less chance that your organization will be setup to facilitate it even if s/he could!

Here are a few key considerations:

1. Breadth vs. Depth:

Attempting to excel in every aspect of product management can lead to a jack-of-all-trades, master-of-none scenario. Specialization allows professionals to provide substantial value in their niche areas.

For example, a Product Manager with knowledge of both UX design and backend system architecture is beneficial to have in any organisation, but expecting mastery in both fields is unrealistic. Expecting an expert in both disciplines to also stay abreast of the developments in both disciplines is even more unrealistic. Specialization ensures deep expertise and high-quality output.

2. Collaboration and Specialization:

Product management thrives on collaboration and cross-functional teamwork. Successful product development requires a variety of diverse specialists who bring their unique expertise to the table.

A tech company developing a mobile app benefits from dedicated roles such as user researchers, UI/UX designers, frontend developers, backend developers, and marketing strategists. Each specialist ensures that their aspect of the product is given the attention and expertise it deserves. Just as importantly, each brings a determined and dedicated perspective to any debate about the what and the how of Product innovation in a given situation.

Or a healthcare startup developing a telemedicine platform. Collaboration between medical professionals, software engineers, UX designers, and data analysts ensures the platform is secure, user-friendly, and meets regulatory standards.

Expecting one person not only to know all of these perspectives but to also challenge themselves on each and every aspect of their views, is a fantasy (just like a Unicorn, in fact). Psychologists will tell us that even the most self-aware Product Manager will be unable to do this, no matter how much s/he wanted to!

3. Evolving Landscape:

The increasingly dynamic nature of product innovation makes it unrealistic for one individual to master all emerging technologies and market trends. Specialization allows professionals to stay ahead in their respective areas of expertise.

In data-driven product management, for example, staying updated with the latest in data analytics and machine learning requires continuous learning. A PM specializing in data products ensures the product leverages cutting-edge technology and complies with legal standards. With the rise of AI and ML, a specialized PM understands complex algorithms and ethical implications, guiding the development of AI-driven features effectively. A PM with superficial understanding of AI & ML might well be able to take advantage of some of their capabilities within other Products, but it would be unrealistic to expect them to also be an expert in AI, an expert in agile development techniques and an expert in technological architecture (and that’s before even thinking about how to launch, market and support such products!)

The Need for Agile and Adaptive Product Teams

Rather than striving for the elusive Full Stack Product Manager, organizations should focus on building agile and adaptive product teams. By embracing collaboration, diverse skill sets, and effective communication, these teams can collectively cover the entire spectrum of product management activities. Each team member brings their specialized knowledge and skills to contribute to the overall success of the product.

Teresa Torres describes the “Product Trio” as the bedrock of modern, effective Product Management, in her book “Continuous Discovery Habits”. Similar to the concept of ‘Three Amigos’ increasingly common in modern Product Development circles, the Product Manager is described as one leg of a trio of experts – the others being Engineering and Design. In other words, she does not recommend or promote a Product Manager who can ‘do it all’.

Similarly, Marty Cagan has spent half a career promoting the idea of a more end-to-end, value oriented Product Manager, with real knowledge of their space, real autonomy and real authority. But he does not promote or expect said Product Manager to also simultaneously be an AI Data Scientist, a Legal & Compliance maestro and a Marketing genius. Instead, s/he should be surrounded by complementary expertise in the form of other people.

In an effective product team, the roles are clearly defined and complementary. User researchers delve into customer insights, designers create intuitive interfaces, engineers build scalable solutions, and marketing specialists strategize go-to-market plans. The synergy among these roles results in a holistic product management approach that balances expertise, effectiveness and innovation. Each has scenario-specific expertise and all of their opinions are brought to bear when addressing whatever the Product Manager’s discovery activities have led to. A good Product team is greater than the sum of its parts. This is the way to make the most of the expertise that a Product Manager can bring to the table.

Conclusion

While the idea of a Full Stack Product Manager may sound appealing, it is essential to question the reason why it sounds appealing.

Is it simply a matter of resource cost (i.e. it’s cheaper to hire a jack of all trades than a variety of masters)…? If so, and if the Organisation is content that it’s Product discipline – and therefore it’s products – will be mediocre or adequate, such an Organisation might be happy with a single person in the role of Product Manager.

But Product management excellence requires – and thrives on – collaboration, specialization and the collective input of a diverse team. Instead of striving for a single all-encompassing Product Manager Superhero, organizations should foster an environment that encourages cross-functional collaboration and empowers individuals to leverage their unique skills and expertise. While a Product Manager might be at the centre of this group of diverse experts, and drive their efforts, s/he should essentially be their equal.

In the end, it is the collective efforts of a well-rounded product team that drive successful product development, rather than the a (mythical?) Full Stack Product Manager.