The Economic Cost of Weak Product Leadership

This shift has real economic implications. Companies burn capital on feature factories that produce bloated, unfocused products. Engineering teams waste months building capabilities that get minimal adoption.

Customer acquisition costs rise because products lack clear differentiation. User retention suffers when experiences feel disjointed and over-complicated.

When product managers become order-takers rather than strategic leaders, companies ship faster but build worse. They respond to every stakeholder demand, every competitor feature, every customer request, and end up with software that tries to be everything and excels at nothing.

The rare products that break through share a common thread. They’re ruthlessly focused. They solve specific problems exceptionally well. They say no far more often than yes.

Behind each one sits a product leader who understood that their job wasn’t to keep everyone happy, but to keep the user experience coherent.

How The Role Changed

As product management professionalized, it accumulated process. The role became more about facilitation than vision, coordinating between engineering, design, sales, and leadership rather than driving toward a clear product philosophy.

Cross-functional collaboration morphed into something else entirely. Product managers started treating every input as equally valid. Engineering constraints, sales objections, executive opinions, and customer requests all carried the same weight. The PM became a human voting system, tallying preferences rather than making calls.

Consider a typical product planning cycle. Sales reports losing a deal because a competitor offers a specific feature. That feature lands on the roadmap. A major customer threatens to churn unless their custom workflow gets built. That gets prioritized. Leadership sees a competitor’s demo and panics. Everything gets reshuffled.

Six months later, the team has shipped a dozen features. Few get meaningful usage. The product feels cluttered. New users struggle to understand the value proposition. This isn’t collaboration. It’s abdication.

The Feature Factory Problem

In a mid sized SaaS company, they might be able to ship fifteen features per quarter, thus responding diligently to every stakeholder’s need.

And at the same time, they could have usage data that reveals that 70% of their features serve less than 5% of the actual users.

The core workflows that drive value remain buried under optional capabilities that most people never touch.

Users recognize when a product lacks coherence. They feel the cognitive load of navigating bloated interfaces.

Some companies claim that they’re being customer-centric by building everything customers ask for.

However, real customer-centricity means having a good understanding of what the users need even when they can’t clearly articulate.

This means protecting the experience from requests that would ultimately make the product worse.

What Real Product Leadership Requires

What problems really deserve to be solved, identifying the clearest path to solving it, these are the convictions product leaders start with.

A good example is product managers gets extensive feedback from different sectors.

The best product decisions often start with subtraction. What if we didn’t add that feature? What if we didn’t try to serve every use case equally well?

Product managers with clear vision disappoint people strategically. They tell executives that pet projects don’t align with product direction. They kill features that stakeholders love because those features don’t serve core user needs. They defend roadmaps even when it creates tension.

The Path Forward

Organizations should evaluate product managers on outcomes, not output. Stop celebrating how many features shipped. Start measuring whether the product is becoming more valuable and easier to use. Reward product leaders who have the courage to say no.

Leadership needs to accept that good product management creates tension. When a product manager pushes back on a request, that’s potentially a sign they’re doing their job.

Product managers themselves need to rebuild the muscle of conviction. Stop defaulting to consensus. Develop a point of view about what the product should become, more importantly they need to learn to make calls based on that vision, and not just when it’s convenient alone, even when it’s uncomfortable.

The alternative to this?

Well, that’s going to be a tech ecosystem filled up with products that lack direction, bloated, and that the customers themselves don’t care about.

More than just fancy titles, what the industry needs is product managers who are ready to lead again, experts that are ready to develop a conviction and ultimately stand to defend it.

The tech industry needs passionate and experienced industry experts who have a good understanding of their job, and are aware that their job isn’t just about making sure everyone is happy, but rather building products that solve real problems with clarity and focus.

About the writer:

Brian Omoruyi is a design-led product manager with experience building products across HR tech, fintech, logistics, and health, bringing creative problem-solving and strategic focus to product development.

These two areas work together to generate solutions that satisfy customer requests, progress organizational goals, and foster innovation.

For every product to be successful, the engineering, design, marketing, sales, and customer service department must collaborate well. Every team makes contributions, sets priorities, and a degree of experience.

To keep everyone on the same page and working towards the same goal, the product manager needs to bridge the gaps between different teams.

This means they need to be able to understand and communicate effectively with both the technical and business sides of things. They create an environment where everyone feels seen, works together, and respects each other’s contributions.

When you lead teams from different areas of the company, one of the biggest challenges is dealing with conflicts.

Frequently, the needs and desires of two teams are not exactly the same. For instance, the engineering team may wish to concentrate on creating a product that may expand and scale in the future, while the marketing team may be keen to launch the product as soon as possible.Navigating these disparities is a critical function of the product manager.

They need to find a balance that benefits the entire company. To do this, they need to have an understanding of the technical details of the product and how it fits into the overall business plan.

Apart from internal teams, stakeholders such as executives, clients, and partners may also have an impact on the products. Finding these groups and comprehending their goals, worries, and expectations is the first step in effective stakeholder management. To keep everyone happy, you need to understand and address the specific needs of each group involved.

Transparency is key. When product managers are honest and open with everyone, stakeholders are more likely to trust and support them. Feeling included in the process increases the likelihood that stakeholders will fully support it and this may be accomplished through regular updates, well-written reports, and opportunities for feedback.

This sense of ownership strengthens relationships and fosters growth.

During decision-making, the relationship between cross-functional leadership and stakeholder management frequently becomes most obvious. Obtaining input from a range of teams and stakeholders, many of whom hold divergent opinions, is typically necessary when making tough decisions.

Product managers must be able to facilitate productive discussions, resolve conflicts, and reach agreements in these circumstances.

Soft skills like negotiating, active listening, and dispute resolution are crucial in this situation. Product managers that possess these skills are able to resolve conflicts amicably and make sure that choices are supported by all pertinent stakeholders.

Clearly defining and promoting a product vision is another essential component of stakeholder management and cross-functional leadership.

Teams and stakeholders use this vision as a compass to assist them negotiate the challenges and unknowns of product development. It promotes a common definition of success, unifies activities, and offers a cohesive framework for decision-making.

However, maintaining this vision calls for more than just strategic thinking, it also calls for constant reinforcement and communication to keep everyone on the same page even as conditions change.

Another essential component of successful cross-functional leadership is accountability. Clear expectations and quantifiable results are crucial when dealing with high-stakes objectives and short turnaround times. In addition to defining these goals, product managers are responsible for supplying the tools and support groups required to reach them.

However, acknowledging and applauding accomplishments, both individual and group, is crucial for preserving spirits and fostering a collaborative culture.

Another aspect of stakeholder management that cannot be disregarded is navigating organizational politics. Every organization has different hierarchies, power dynamics, and interpersonal interactions. To effectively advocate for their product’s demands while managing relationships with important stakeholders, product managers need to cultivate political savvy. This calls for tact, endurance, and a thorough comprehension of the organization’s main objectives.

Technological developments have also changed the way stakeholders and cross-functional teams are managed. For instance, agile approaches place a high value on flexibility, ongoing feedback, and iterative development, which makes them vital resources for contemporary product managers.

In a similar vein, data-driven decision-making has grown in importance. Data offers the impartiality required to support decisions, validate hypotheses, and increase stakeholder confidence.

Great product managers are distinguished by their emotional and human qualities, even though the tactical components of stakeholder management and cross-functional leadership are crucial.

Teams and stakeholders feel appreciated and inspired when real connections are made, empathy is shown, and a sense of belonging is fostered. These human relationships frequently have a significant effect on a product’s performance, affecting anything from team morale to stakeholder advocacy.

I’ve come to the realization that stakeholder management and cross-functional leadership are both an art and a science as I reflect on my time as a senior product manager. They demand that people skills, practical knowledge, and strategic vision be carefully balanced.

They require fortitude, flexibility, and an openness to learning from every setback. Above all, they emphasize how crucial cooperation and coordination are to producing significant product results. Mastering these areas not only leads to exceptional products but also creates lasting value for organizations and the customers they serve.

About the writer:

GLORY IKEKE is an experienced Product Manager with a strong track record of driving product innovation and delivering user-centric solutions. With over 6 years in the technology space, Glory has successfully led cross-functional teams to design, develop, and launch impactful digital products that enhance customer experience and drive business growth. Glory, a current AI product manager has led innovation in government, fintech and cyberspaces.

As product managers, we are tasked with developing cross-domain interoperable systems in the middle of this convergence.

When you take into account competing regulatory norms, partnership dynamics, and a wide range of client expectations, the complexity of this function grows enormously.

The development of cross-industry ecosystems is mostly due to the increasing digitization of products and services.

Fintech businesses have expanded their business beyond financial services. Additionally, they are collaborating with retailers to provide personalised shopping experiences and with medical providers to offer practical ways for patients to pay for telemedicine services. Similar to this, well-established sectors like transportation are collaborating with fintech to enable cashless transactions and with merchants to conduct in-app marketing campaigns.

However, what does this entail for managers of products?

Product managers are fundamentally required to serve as the link between these several domains. Gaining a thorough understanding of how to create products that serve numerous sectors at once in addition to one industry is essential for success.

This calls for expertise in managing partnerships, deft handling of intricate API interfaces, and development of scalable ecosystem infrastructures.

Ensuring interoperability is a major difficulty in cross-industry product management. For example, you may be faced with stringent compliance requirements in the financial industry, yet in the retail industry, consumer experience may come first.

Careful preparation and cooperation are needed to design a solution that satisfies both industries’ criteria without sacrificing the product’s efficiency.

An ecosystem infrastructure that is comprehensive must be scalable across industries, flexible enough to adjust to evolving rules, and capable of smoothly integrating complicated integrations.

As an illustration, consider the growth of fintech-healthcare alliances. Particularly in the aftermath of a pandemic, digital healthcare solutions necessitate safe and practical ways for users to pay for online services like prescription medication delivery, diagnostics, and consultations.

Strict data protection and healthcare laws (including the US’s HIPAA and the EU’s GDPR) must be followed when using these technologies. Fintech companies must simultaneously guarantee PCI compliance and the safe transfer of payment information.

Product managers in this context are not just developing healthcare software or a payment gateway—they’re creating an integrated system that must meet the demands of two heavily regulated sectors while providing a smooth, user-friendly experience.

Another aspect of cross-industry ecosystems is partnership management. Successfully launching multi-domain products requires forging and maintaining partnerships with different companies in varying industries.

This can involve anything from negotiating API contracts with payment processors to forming strategic partnerships with logistics firms for the delivery of healthcare or e-commerce.

It is our responsibility as product managers to be flexible in managing these partnerships, coordinating incentives amongst partners, and making sure that the product roadmap represents the interests of all stakeholders. Simultaneously, we must consider how these alliances might change or turn as the digital economy expands.

The ultimate test for every cross-industry solution is scalability. An ecosystem that has been carefully planned ought to be able to grow without requiring major overhauls.

A payment system that was first created for retail, for instance, may be expanded to accommodate government, healthcare, and educational services.

The platform should be robust enough to handle different regulatory environments, security concerns, and customer expectations.

One of the main duties of product managers is to ensure this scalability; they have to think about how the product will change when new sectors join the ecosystem, in addition to how it functions now.

In these environments, managing product roadmaps requires careful balancing. Product managers have to take into account various dependencies and a dynamic regulatory environment while creating cross-industry solutions. Every industry has unique standards, challenges with compliance, and operational frameworks that may run counter to one another.

Strict guidelines that are intended to stop fraud and protect data must be followed by financial services. On the other hand, customer-focused sectors like retail might value a smooth user experience more than stringent security measures.

Finding the ideal balance between these conflicting demands is crucial to making sure your product satisfies the requirements of all parties involved.

A potent instrument for addressing some of the difficulties in cross-industry product management is emerging: blockchain technology.

Two ways that blockchain technology can simplify intricate, multi-party relationships are through smart contracts and secure, transparent data transfers.

Blockchain technology, for instance, may make it possible for patients, insurers, and hospitals to safely and securely share patient billing information, safeguarding patient privacy and lowering the possibility of fraud.

Ecosystems spanning industries will be crucial to product management in the future.  Product managers need to become ecosystem designers as more industries come together, juggling partnership relationships, technological complexity, and legal obligations.

We are heading toward a future in which no product functions alone; rather, every solution will be a component of a larger, networked system spanning sectors and regions.

Product managers who can successfully negotiate this confluence with innovation, flexibility, and a forward-thinking approach will be the most successful ones.

They will create platforms that not only satisfy current needs but also get ready for the difficulties posed by the growing digital economy of the future.

Meet the writer:

*Chukwuemeka Nzegbu Jerome is a Senior Product Manager with five years of experience in leading major projects across the fintech, e-commerce, and healthtech industries. He is versed in several project management tools including Tableau, Trello, Figma and SQL.  Chukwuemeka has successfully led cross-functional teams in the development of user-centric products. His expertise includes product life cycle management, data-driven decision-making, and nurturing collaboration toward the achievement of measurable results within dynamic environments.

In the rush to deliver, one critical issue often goes unnoticed—inefficient processes silently drain productivity, much like a slow leak. The real danger? Teams don’t realize the impact until it’s too late.

Recently, I observed that many product teams prioritized speed and efficiency, but this approach sometimes had adverse effects.

Inefficiencies don’t always manifest as obvious failures like missed deadlines or budget overruns; more often, they are subtle inefficiencies in daily tasks that accumulate over time.

The year 2023 has seen these inefficient processes impede progress and lead to the loss of time, money, and valuable talent. These costs accumulate rapidly, trapping teams in a cycle of minimal results and wasted effort.

For most product teams, it’s all too easy to close one’s eyes to inefficiencies that one knows are there. Who’s got time to look back when there’s so much to do?

But the point is, every hour wasted wrestling through steps that don’t have to be taken or debugging errors that shouldn’t happen is an hour that could have been spent improving the product.

The Unseen Effect: Team Morale and Innovation

Starting this year, we acknowledge that wasteful processes are not just costly in terms of time and resources. They are also very costly in terms of team spirit and innovation.

When teams are wasting their time on redundant, low-value activities, they are unable to concentrate their time on the high-value work that actually fuels innovation.

The more time wasted on manual coordination or rework, the less time available for strategic thinking and creative problem-solving.

And let’s be honest: nobody likes to work in a chaotic environment. When the processes aren’t smooth, people get frustrated.

Over time, this leads to burnout, decreased engagement, and a general sense that “this isn’t working.”

The problem is that, when you’re in the thick of it, the damage is often invisible. It’s only when things start to fall apart that the true cost becomes apparent.

How to Locate and Fix Broken Processes

So, where are we heading in 2024? So, how do teams discover where these hidden costs are coming from, and most importantly, how do they fix them?

Step one is to step back and review your workflows. Are you stuck in continuous meetings, making requests around the clock, or holding on to approvals that should have been automated?

Is your team losing hours on tedious labour that can easily be streamlined using the proper tools?

Here’s what you can do:

1. Map Your Processes: Plot out your existing processes. Piece of cake, right? But here’s where the sorcery happens.

By having a visual representation of your processes, you’ll be able to find bottlenecks and inefficiencies that are in plain sight. Find tasks that are repetitive, prone to error, or simply bottlenecking stuff unnecessarily.

2. Automate Repetitive Tasks: Automate once the pain points have been identified. Manual deployment, testing, or data entry—whatever it may be, there are tools out there that will minimise the amount of human effort needed.

Automation is not a panacea for all, but it can give your team some extra time and lower the instances of human mistakes.

3. Adopt Cross-Functional Collaboration: One of the most compelling reasons why there are bad processes is poor team communication.

Product managers, designers, and engineers typically work in silos, and it results in delays and miscommunication. Foster teamwork with regular check-ins and feedback loops throughout each stage of the team.

4. Iterate and Improve: Don’t try to do it all at once. Process improvement is continuous. Track the effect of changes after making them and keep on improving. Create a culture of continuous improvement where anyone feels free to make process improvement suggestions.

Ultimately, poor processes are the silent killer of innovation and productivity. They cost time, money, and morale without ever showing up on the report.

But here’s the good news: they are not invincible. By taking the time to audit, automate, and streamline your processes, you can eliminate the hidden costs while quietly siphoning the potential from your team.

So as you move on, stand back and take stock. The unseen cost of a bad process could be even worse than you can imagine, but by doing it right, you can turn the tide and let your team live up to its full potential.

Earlier this year, precisely in March, Kenneth’s article on Code Reuse attracted a lot of attentions. So, in this interview, Kenneth speaks on his journey as a digital expert:

TE: You appear deeply rooted in software development. How did you get into it?

Kenneth Nwanganga (KN): My interest in software development began back in 2004 when I started computer training, I have always been interested in web development, I started learning HTML using notepad. When I created my first html file, and I opened it in Internet explorer to see the result, I was so excited to see my first code displayed on a browser; that made me pursue a diploma in software engineering. I have learnt a lot of programing languages like Java, C#, HTML, CSS, and C++.

TE: Can you remember the first gig you executed?

KN: The first major website I did was an ecommerce website back in 2009.

TE: What has been your best project so far?

KN: One of my best projects so far has to be the ERP I built for GIG Mobility, the joy that comes from having a product that everyone uses is somehow unexplainable. When I check social media I see a lot of customers talking about the app and how it has revolutionised the industry. Anyone that wants to build a transport app in Nigeria always uses the GIGM app as a benchmark to what they want to build. When we make changes to our apps, it doesn’t take long other transport companies will do same as well.

TE: In the present digital economy, software is everything. But most large corporate prefer to patronise foreign software. Why?

KN: The main reason for this is because business owners still don’t understand that we have a lot of talented individuals in the country, I can tell you for a fact that some foreign software companies prefer to use Nigerian developers for projects simply because of how hardworking we are. One other reason will be because they trust these foreign organizations to protect their data unlike the local developers.

TE: Is there something indigenous software developers need to get right? 

KN: For anyone to be relevant in the digital industry, he/she needs to keep leaning new technologies. Right now, Artificial Intelligence (AI) and Machine Learning (ML) are most talked about technologies right now, indigenous developers need to study these technologies and put them to use in different sections of the country.

TE: In your recent article, you discussed software reuse. What is the concept about?

KN: This for me is one aspect of software development that is not being talked about the way it should be. Making use of this technique will save people time and it will also enable individuals who are enthusiastic about the digital world to get into this as quickly as possible. Imagine having access to a lot of codebases and all you need is to make little changes or combine different source codes and create a fantastic product, that’s a big achievement, you don’t necessarily having learn line-by-line. I believe we need to educate people more on the importance of code reuse.

TE: Who is the most important in a team: The software developer or product manager?

KN: For me, everyone is very important, and it would be difficult to say that one is more important than the other. Each role brings unique skills and perspectives that are essential to the success of a project.

To successfully launch a product, a team of software developers and product managers collaborate closely. Although the software developer uses their technical expertise to construct and improve the product, the product manager establishes the product strategy and priorities.

While the software developer relies on the product manager to establish the direction and vision for the product, the product manager depends on the software developer to ensure that the product is designed to match customer expectations and is technically feasible. I have played both roles in my career and I can confirm that both are crucial to the success of a product launch.9. What should the industry expect from you in the nearest future?

I will be focusing a lot on AI for payments, I want see how I can embed AI into the payment space.

Creating products that are AI driven, with Apple, you have Siri that is able to do a lot of things for you on your phone; I want to study about how AI can help simplify everyday payments. Having something that studies your spending habits and know how often you make some purchases, with that, it should be able to set reminders and let you know when you need to make those purchases and possible do them for you with a click or a voice command.

TE: Thank you so much for your time.

Kenneth Nwanganga: It is my pleasure and thanks to TechEconomy’s team for all you do for the ecosystem.

Introduction

Who needs a cape when you have a product management background? If you’re a superhero in the making, you don’t have to look further than your own job for ways to make the world a better place. That’s right, everyday heroes like us can do their part in helping the planet by being product managers.

Eco-friendly products are better for our environment and they also help reduce waste. The key is connecting businesses and individuals with sustainable solutions that not only benefit our earth, but also become more profitable in the long run.

Product managers have the power to make strides in reducing wastes, raising environmental awareness and promoting sustainability with their innovative ideas. To be a true hero of the planet, product managers need to start thinking outside of the box and adopt both global and local perspectives.

It’s time to take off your cape and put on your product management hat! In this article, you’ll learn how product managers can be superheroes for our planet by changing their approach to developing products.

What Is Product Management?

So, you want to know what it takes to be a real-life superhero? Look no further than the world of product management! Product managers are the unsung heroes who build, implement and optimize products that make life easier, more efficient and more equitable. To put it simply – they have the power to create a better world.

But where do they draw their superpowers from? Product managers combine three key elements: technology, user experience, and long-term business strategy. For example, if you’re responsible for managing an online grocery delivery service – you’d need to understand both users’ needs and long-term sustainability to ensure that your product offers convenience without compromising the environment.

Whether it’s tackling climate change or social inequality – product managers have the knowledge and skills necessary to make the greatest systemic impact. In short – save the day with product management!

How Can Product Managers Contribute to a Better and More Inclusive Planet?

Product Managers—it’s time to suit up your cape and take a stand for the planet. Yes, you can be a Superhero of Sustainability by using your powers to build a better and more inclusive world.

Picture it: You’re armed with the ability to identify problems and their root causes, build product solutions that meet customer needs, and optimize ongoing performance. Imagine what you could do with those skills if directed towards creating a society that works for everyone.

You could be making sure that products promote social justice by providing the same access for everyone regardless of race, gender, or background. You could be crafting user experiences designed with everyone in mind from children to seniors and beyond. And you could be developing products with an emphasis on being sustainable and conscious of the environment and reducing waste—all while driving growth for the company.

It might sound like a tall order, but there’s no need to fear – You have the power! So take off your business suits, don the cape of Social Justice, strap on those Sustainable Product Gauntlets – and go out there saving our planet one problem at a time!

The Impact Product Managers Are Having on the Environment

As a product manager, you don’t just have the power to create amazing products—you also have the power to help build a greener and more inclusive planet.

From looking for sustainable materials and ethical suppliers, to encouraging environmental responsibility across the company, product managers are stepping up to take real action. For example, they’re:

• Making sure products are designed with sustainability in mind. They set out technical requirements and search for greener materials with lower carbon footprints. Plus, they check that suppliers meet ethical standards.
• Helping others learn how best to make products that are good for the environment. They work closely with designers and engineers to ensure green solutions are used wherever possible.
• Promoting environmental responsibility among teams and customers alike. Product managers use their voice to call attention to green initiatives both internally and externally, setting an example for everyone else involved in the project.

By doing these things—and more!—product managers are playing an important role in creating a brighter future for our planet and its inhabitants alike. Superheroes indeed!

What Can Product Managers Do to Build a Better Planet?

As a product manager, you are already a superhero – working hard to bring the world’s most innovative products and services to life. But what if there was an even greater power you could unleash? By taking a more proactive approach to building a better, more inclusive planet, you can be a true superhero.

To do this, product managers must start by considering the potential environmental and social impacts of their work and adapting their designs and processes accordingly.

Let’s take a look at just some of the things product managers can do to build a better planet:

• Utilize sustainable and eco-friendly materials that are harmless to the environment
• Create products that reduce waste, energy consumption, and emissions; increase efficiency; and generate renewable energy
• Develop goods that target specific social problems like poverty or hunger
• Create products and services with responsible end-of-life solutions
• Support initiatives that reinvest in local communities through green initiatives such as recycling programs

By taking these simple steps, product managers can be true superheroes for our planet—saving energy, preventing pollution, aiding local communities, conserving resources and helping create a more equitable world for all.

Benefits of Investing in Sustainability for Product Managers

As a product manager, investing in sustainability can give you all sorts of superpowers! You’ll be able to lighten your carbon footprint and preserve natural resources. And you’ll be blazing a trail for others to follow—including product managers who are just starting out or who are looking for ways to make their products more eco-friendly. Here are just a few of the potential benefits:

• Saving money: Making green investments often pays off quickly in terms of money saved from reduced energy costs, increased sales from environmentally conscious customers, and lower insurance premiums.
• Educating others: By modeling sustainable practices, product managers can inspire other professionals—and even the world at large—to think about the power of eco-friendly initiatives.
• Boosting loyalty: Taking proactive steps toward protecting the planet will make customers feel more connected to your brand and help promote customer retention.

By investing in sustainability, product managers aren’t just showing their commitment to environmental stewardship—they’re also becoming an important part of creating a better and more inclusive planet.

Challenges and Solutions for Product Managers When It Comes to Sustainability

Once you’ve vowed to save the world with your product management skills, you can start by looking at the challenges that product managers face. It’s not easy to build a better and more inclusive planet, but it’s possible—it just requires a bit of work and dedication.

Fortunately for you, superman, there are solutions that can help make sustainability easier. Here are a few things you can do:

1. Focus on long-term success: You already know the importance of creating product roadmaps with strategic goals in mind, but you should be sure that these goals align with sustainability—so think beyond financial objectives when setting your direction.
2. Embrace sustainable practices: Instead of shipping multiple products at once, look into ways to save on packaging with minimal environmental impact. Consider methods like zero waste manufacturing or even creating virtual products instead of physical goods.
3. Make sure your team is on board: From 10-year maturity plans to the latest carbon neutrality efforts, it’s important that your team is just as passionate about sustainability as you are and have the necessary tools and knowledge to understand why implementing sustainability plans is so important for our planet .
4. Don’t overlook customer feedback: After all, customers are ultimately responsible for driving change when it comes to sustainability—so it pays off to listen closely as they give feedback about their Green initiatives and what they want from their favorite products .

By understanding these challenges and finding suitable solutions , product managers everywhere can become superheroes for our planet!

Conclusion

So, for all product managers out there, don’t forget: you have a superpower! You have the ability to make a huge impact on our planet, in the lives of people around the world, and in the lives of your family and friends. Whether it’s creating more inclusive products, reducing waste, or developing sustainable solutions, your superpowers will help make the world a better place. So spread your cape of positivity, stay true to your mission, and remember: with great power comes great responsibility—it’s up to you to be the superhero our planet needs you to be!

About the writer:

Osetohame Matthew Agbonyeme is a product manager and operations lead with 6 years of experience in the tech industry. He has built exciting products in the FinTech, EdTech, and Agritech spaces, and he is very passionate about using technology to make a positive impact on people’s lives, improve livelihood opportunities and create markets for the underserved, minorities and women. He has implemented and worked with a number of Organisations like HP, SenexPay, Utiva, Edo State Government, the UKAID, BOI, NIRSAL, amongst others.