…ng that the Product Manager is the “CEO of the product”. As I partially agree with it, I think that the Product manager is more the Intelligence officer of the company and the product. His role has many traits that can be found in the intelligence officer, and mastering them, makes you a better product manager.
Product managers make assumptions that the users and competition are mostly rational - does this also apply in an 'enemy context' - are enemies irrational, and how does an intelligence officer plan against that?
In terms of other aspects in common:
1. Short-term (war) vs. Long-term (battle) - PM should look further than the roadmap of features against their competitors today, and deliver value that contributes towards a greater vision (e.g., Microsoft Zune created to compete with Apple iPod, but didn't win against Apple as Apple thought much bigger - talked about by Simon Sinek, in The Infinite Game). PM often needs to communicate 'why' and longer term purposes, vision etc. For intelligence officers - do they focus on the 'why' and winning the battle rather than the war?
2. Influencing without authority - I assume intelligence officers don't "command an army" so I assume they need to influence their stakeholders around them often with data and without direct reports. True?