Before you light your pitchforks, hear me out.
Entrusting the same individual with both engineering and product management roles is akin to having your quarterback also act as your head coach—it dilutes focus and compromises excellence in both domains.
Product management is a discipline of prioritization and vision. It's a game of chess where you're perpetually thinking three moves ahead. The role demands you to be a master of the 'what,' 'when,' and 'if' decisions, to navigate stakeholder politics, and to have an instinctive understanding of market dynamics. You're not just picking battles; you're defining the war strategy, marshaling resources, and ensuring morale is high enough to see it through.
Contrast this with engineering, a domain steeped in problem-solving and execution. Engineers are the vanguards of the 'how,' diving deep into codebases, algorithms, and data structures. They inhabit a realm of tangible solutions and immediate challenges, often reaching a 'flow state' that is antithetical to the interrupt-driven nature of managerial roles. Engineers are the infantry who scale the hill and plant the flag, all while the product manager is scouting the next strategic high ground.
The mental models, responsibilities, and skill sets required for each role are not just different—they're often diametrically opposed. While synergy and constructive tension between these roles can drive innovation, conflating the two often results in diluted focus and suboptimal outcomes.
Yes, engineers with a knack for big-picture thinking can transition into phenomenal product managers. But requiring anyone to wear both hats concurrently is not just impractical—it's a disservice to both the individual and the product. Specialization isn't just a nice-to-have; it's often the key to achieving excellence.