If you’ve been in the product management world for a while, you’ve likely heard the phrase: “The Product Manager is the CEO of the product.” It’s a catchy analogy, often used to convey the sense of ownership and leadership expected of PMs.
But while the sentiment is well-intentioned, the comparison is fundamentally flawed. Not only does it misrepresent the role of a Product Manager, but it also sets unrealistic expectations that can be detrimental to teams and products.
In this blog, we’ll break down why Product Managers are not the “CEOs of the product,” what the role actually entails, and why this distinction matters.
The CEO Analogy: Where It Falls Short
At first glance, comparing a Product Manager to a CEO might make sense. Both are responsible for defining vision, setting priorities, and driving outcomes. But dig a little deeper, and the differences become glaringly obvious:
1. PMs Lack Ultimate Authority
A CEO has the final say in decisions about strategy, budgets, and hiring. They have authority over all departments and can implement their vision directly.
A PM, on the other hand, operates in a space of influence without authority. PMs collaborate with design, engineering, marketing, sales, and customer success teams, but they don’t manage these teams. They guide, align, and facilitate—not command.
2. The Product Is Not a Business
A CEO is accountable for the entire business—revenue, market strategy, operations, and beyond.
A PM, by contrast, is responsible for delivering value through a product within the context of the broader organization. While the product is critical, it’s just one piece of the company’s puzzle, not the entire business.
3. PMs Work in Equal Partnership with Teams
The “CEO of the product” analogy risks undermining the collaborative nature of product development. A successful product isn’t the result of one person’s vision—it’s a team effort.
Designers shape the user experience, engineers solve complex technical challenges, and marketers craft messaging and go-to-market strategies. PMs are equals in this partnership, not the sole decision-makers.
4. Leadership in Product Management Is About Service, Not Command
CEOs often lead through authority, using their position to drive decisions and actions.
PMs lead through service—by listening, facilitating, and empowering their teams. They represent the user, align stakeholders, and clear roadblocks, enabling others to do their best work. This leadership style is fundamentally different from that of a CEO.
What PMs Really Are
If Product Managers aren’t the CEOs of their products, what are they? Here’s a more accurate way to think about the role:
Connectors: PMs bring together cross-functional teams, ensuring everyone is aligned and working toward a common goal.
Facilitators: They create space for collaboration and ensure that every voice is heard in the decision-making process.
Advocates: PMs represent the voice of the user, ensuring that the product delivers real value.
Stewards: They shepherd the product through its lifecycle, balancing business needs, user pain points, and technical feasibility.
Why the Distinction Matters
Misrepresenting PMs as “CEOs of the product” can lead to several challenges:
Unrealistic Expectations: Stakeholders might expect PMs to wield more authority than they actually have, leading to frustration and misalignment.
Team Dynamics Issues: The analogy risks alienating other team members by implying that the PM’s role is more important than theirs.
Role Confusion: PMs might feel pressured to take on responsibilities outside their scope, detracting from their ability to focus on their core strengths.
Final Thoughts
The “CEO of the product” analogy might sound inspiring, but it oversimplifies the role of a Product Manager. PMs don’t need authority or the title of CEO to lead effectively.
Their real value lies in their ability to connect, align, and empower teams to deliver products that solve meaningful problems. By embracing the unique nature of the PM role, organizations can unlock its full potential—without forcing it into a mold it was never meant to fit.
What do you think about the “PM = CEO” analogy? Does it resonate with you, or do you think it needs to be retired? Let’s discuss in the comments below!
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