There was this old saying in the military when I was there, “lead, follow, or get the Hell out of the way”. I bet you all know people you work with, who have management responsibility, who could become prime movers that seem to walk on eggshells. They’re afraid to do and their afraid not to do. What happens is that nothing gets done because fear is the twin polarity of their existence. What should happen with those types of people? In small companies that struggle for their daily dimes, someone has to step forward that can innovate and integrate. These people don’t know how to do that. They simper around and hate it because they have never had an original idea.
I built a manifesto for a emerging product we have which is based on Linux. I felt that the products were not understood, sold, managed at a few levels like our more entrenched windows products. Why? They need product management expertise at the basic level. Someone that could:
define their basic roadmaps, definitions, and goals
reach to a set of early stage companies that may have similar interests
build out a community based set of forums, bug reporting, and collaboration
What this does is align product management, engineering, sales, support into a common vision. You cannot sell something you don’t understand or grok or get. How do you sell something that is so foreign and different that even the people charged with support cannot manage supporting it. Its difficult. You need a product vision. I’m not saying I’m some visionary product manager. I struggle with basic premises of product management but I also know what I see. We cannot expect emerging products to suddenly be revenue generators. They take time to “sink in, become known, gain a following”. How does one do that?
Its damned difficult. But I’m committed to it above all else. I’ve seen many open source project like Open Office.org, Mozilla, The GIMP, reach critical mass. Why do they? Part of my so-called vision. They have a community behind them that sees and shares. I would argue that each of the products is “disruptive” in nature and to manage a disruptive product requires innovative and integrated thoughts, plans, roles.
Leaving Las Vegas (or SF…)
I’m leaving next Friday for Singapore to go to training on our products. I’m excited because I’ve never been there. I’m also going on to India to meet with our India development team. I’m flying out from SFO next Friday and I’m very thrilled that I work for a company with such a presence. I’m having fun at work and extending things to places I want to work while still supporting sales and SE activities.


