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Product Management at a large bank vs Business Analytics/S&O for FAANG? Recently started in the former role, but have interview calls for the latter just come up in my mailbox. Similar comp when adjusted for the different job locations. Can anyone help me with the Pros and Cons please. I know the roles are different, and so are the industries, need to understand difference career paths and difference in corporate cultures. JPMorgan Chase Google LinkedIn Citi
Hi All, My sister has done Computer Science engineering Bachelor degree and has 5 years of work experience in India. She is applying for MBA at https://www.kenan-flagler.unc.edu/programs/mba/full-time-mba/ and https://kelley.iu.edu/programs/full-time-mba/academics/majors-minors/marketing.html. Her overall goal is to get into Software Product management. Any suggestions if any of these MBA’s can open path in the desired space or if she is better of doing an MS in Comp engg. to further develop deeper Technology skills. Thanks
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There’s a good book fundamentals of enterprise architecture, ultimately you will just need to partner with someone more technically and treat them as the SME. You don’t need to know everything
Yes, sure. I agree: leverage the network, be curious; listen and shut your mouth if you want to learn. You shouldn’t know all this, but trust the people with the knowledge to be a partner with you. They aren’t order-takers (or shouldn’t be) unless you are really put in a position to make them be. By same token, they should listen to you and try to help you realize your strategy as long as it meets company guidelines, etc etc etc
“They aren’t order takers” This is crucial to understand. I’ve seen project and product managers tank initiatives by treating technical SMEs like their subordinates. Whether it was giving unnecessary deadlines or trying to manage their schedules, if you piss them off they can withhold crucial information and you won’t even know it. On the other hand I’ve found if you’re teachable and willing to take criticism it can be hard to get them to stop talking area of expertise.
Biggest thing I personally learned from those cases was to ask questions. They deep dive and find issues, ask what and why. Two things usually come forward. They give you details into the issues (you can ask for clarification then, too, and learn something yourself) and/or they can "unknowingly" give you options that may be more plausible. Ask. If they get miffed about being questioned then they're hiding something.
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I don’t expect my PMs to understand the technical issues I might start digging into. It’s part of my job to help explain my challenges and timing to my PM.