Simone Kiernan’s Post

PO role always implies external stakeholder role who focus on goals and strategy. And it’s good decoupling of product management. Both roles combining in one person results in no ability to handle complex products.

🚀 Product Manager vs Product Owner – Same Destination, Different Paths I often get asked about the difference between a Product Manager (PM) and a Product Owner (PO). While the two roles are tightly connected, their focus areas are quite different: 🔹 Product Manager = Strategy & Vision - Owns the “Why” and “What” - Defines product vision, roadmap, and business outcomes - Engages with customers, stakeholders, and the market - Measures success via adoption, revenue, and ROI 🔹 Product Owner = Execution & Delivery - Owns the “How” and “When” - Manages and prioritizes the backlog - Translates requirements into detailed user stories with acceptance criteria - Works closely with the development team to deliver value sprint by sprint 💡 At the core, both roles share the same mission: ⚡ Building products that truly deliver value to customers and the business.

🚫 Myth Alert: Product Manager and Product Owner are the same! Many people still confuse these two roles. But the truth is 👉 they are not the same. Let’s break it down in simple words: 🔹 Product Manager (PM) Big picture thinker 🌍 Defines why we are building the product and what problem we are solving Talks to customers, market, and business to set the long-term vision & strategy 🔹 Product Owner (PO) Execution driver ⚙️ Works with the dev team on how to build it step by step Manages backlog, writes user stories, and ensures sprint delivery 👉 Think of it like this: PM = Architect of the house 🏡 (designs the vision) PO = Site manager 👷 (makes sure the design is built properly) Both are important. Both are different. Mixing them creates confusion. 💡 Next time someone says PM and PO are the same—help them with the facts 😉

Product Managers dream it. Product Owners deliver it. Both are the bridge between vision and execution. My Thoughts Think of it this way: Product Managers write the movie script, Product Owners direct the scenes. Both are needed to make a blockbuster.🎬✨

When I started as a Product Manager, I believed a few things that almost held me back: 1️⃣ My job is just writing user stories. 2️⃣ PMs control the roadmap completely. 3️⃣ The more features we ship, the better the product. I worked hard, checked all the boxes, and still felt like I wasn’t making a difference. Sound familiar? Here’s what I learned after a few years in the role: We don’t just write stories. Writing is easy. Understanding the customer’s real problem is what matters. Great PMs spend more time asking, listening, and observing than typing in Jira. We don’t control the roadmap. Roadmaps aren’t wish lists, they guide focus and trade-offs. Success comes from influencing outcomes, not owning every decision. More features ≠ better product. Shiny new features can feel like progress but real impact comes from solving the right problem well. Here’s the most important lesson: focus on outcomes, not outputs. Ask yourself every day: “What problem am I really solving?” Prioritize the work that moves the needle for the customer and the business. Say no to work that doesn’t matter even if it’s urgent. Because at the end of the day, the products people remember are not the ones with the most features. They are the ones that actually make life easier.

📁 Role of a Product Owner & Product Manager – Beyond the Titles! A Product Owner isn’t just someone who manages a backlog. It’s about connecting the dots: business goals ↔️ customer needs ↔️ development team. 👉 Listen to users pain points 👉 Translate business vision into clear, actionable stories 👉 Prioritize, because not everything can be “urgent” 👉 Collaborate to keep developers, designers & stakeholders aligned 👉 And yes, say “no” (politely!) so the product grows in the right direction At heart, a PO is part storyteller, part problem-solver, and part diplomat—ensuring the product gets built with purpose. But then comes the Product Manager… A Product Manager looks at the bigger picture 🌍: 👉 Defining product strategy & long-term vision 👉 Understanding markets, competition & customer segments 👉 Managing financial impact & success metrics 👉 Aligning leadership, sales, marketing, and engineering around a shared roadmap 👉 Shaping not just features, but the future of the product At heart, a PM is part strategist, part visionary, and part bridge-builder—working to ensure the product not only serves today’s needs but also scales for tomorrow. 💡 Together, the PO and PM roles complement each other, turning ideas into impactful products that deliver real business and customer value.

Years ago this confusion was between BA and PM Roles for many, now BA and PO… Why should the BAs turn into something else?

Are you a Product Manager or Product Owner? Is there a difference? When I first started in product, one of the biggest questions I had was which role best defined my work. Was I a Product Manager or Owner? 🤔 I searched online, read articles, and chatted with colleagues but nothing seemed to give a definitive answer. The question sounded straightforward, but the more I researched, the more complex it became. The answer often depends on lots of factors like company size and structure but here’s how I would best explain it: 💡 Product Manager: The strategic visionary for the ‘big picture’ Product Managers focus on the “what” and the “why" defining product vision, aligning development with business goals, and ensuring stakeholder engagement with the roadmap. What defines a great Product Manager is their ability to combine user data, market trends, and customer insights to shape a vision that drives both customer satisfaction and business success. They ensure the business isn’t just building things right but building the right things. 🎓📊 Product Owner: The analyst and tactician Product Owners focus on the “how” and the “when”. They work closely with product performance data and development teams to turn vision into delivery. They translate the strategy and roadmap handed to them by the Product Manager into user stories, backlog items, and prioritised sprints. Product Owners are the executors ensuring progress happens step by step. Successes (and failures) become actionable insights that inform future roadmap decisions. So why do these two get confused? Simply put: every organisation interprets the roles differently. In smaller companies and start-ups (as in my case), one person might wear multiple hats managing everything from discovery to delivery. In larger businesses, the Product Manager and Product Owner often work as symbiotic partners; one focused on strategy, the other on execution. Additionally, you’ll often find yourself acting as a Project Manager too. Keeping priorities aligned, timelines on track, and stakeholders engaged is simply part of product life. So, what did I decide? Whether your role is Product Manager or Product Owner it isn’t the title that defines your work, it’s the impact your work has on the product. What matters is your ability to manage stakeholders, understand their problems and deliver meaningful solutions. By doing this and showcasing your wins, you can quickly become a product leader within your organisation. 👥 That’s my experience, but how does your company define its product teams?👇

One thing I’ve come to realize in product management - it’s not enough to just manage a backlog or tick off delivery milestones. As a Product Manager/Owner, you need to truly connect with the product you’re building. I call this “Product Resonance.” (You can call it relatability or whatever you feel like) It’s about: - Believing in the vision. - Aligning with what’s expected of the product and of you. - Knowing what goes in and what should come out of the build. Because here’s the thing - even a great product can fail if the PM doesn’t resonate with it. And even the best PMs can fall short if they don’t feel that connection with the idea or POC they’re supposed to own. For me, Product Resonance is that spark where you’re not just building something because it’s in scope, but because you get it and can vouch for it. That’s when execution really has momentum. #ProductManagement #ProductOwner #ProductResonance #BuildingProducts #AIGenAI

Product Managers or Task-Monitoring Spirits? 🙃 One of the biggest misconceptions about Product Management is that it’s all about monitoring tasks. “Check the backlog.” “Track progress.” “Update the stakeholders.” Sound familiar? At that point, you stop feeling like a manager of products and more like a spirit haunting Jira boards, Team members and Slack channels. 👀 But here’s the truth: if all you’re doing is hovering over deliverables, you’ve missed the essence of the role. A task-monitoring spirit is obsessed with completion. A product manager is obsessed with meaning. ✅ Not just what’s done, but why it’s being done. ✅ Not just tracking blockers, but removing them so strategy can move forward. ✅ Not just checking timelines, but making sure those timelines drive business impact. The job isn’t to babysit tasks, it’s to bridge vision with execution. To ensure that every small deliverable rolls up into a bigger picture of value. So, if you ever catch yourself ghosting your team with endless reminders, pause and ask: Am I just tracking? Or am I truly leading with context, clarity, and purpose? Because the best PMs don’t just manage tasks, they inspire teams to see the why behind the work. Now tell me, have you ever felt like a ghost in your own role?