It's a notoriously thorny question with all kinds of opinions: who should be in charge of research during product development? The bigger the organization, the more likely there will be some tension around who owns what and when.
The truth is, nobody fully owns the whole product development process. It’s inherently collaborative and dynamic. This isn't to say that certain roles don't have more ownership over certain parts of the process than others, but breaking away from the rigid siloes that so often typify product development is one of the first steps companies should take if they’re serious about creating a truly excellent product.
Who shouldn’t own research and product development?
Before considering who should own what part of the process, it’s helpful to clarify who shouldn't be involved. This isn't to diminish the importance of these roles, but to outline the boundaries of their influence in the product development process.
Marketing: Marketing plays a critical role in understanding the market landscape, customer needs, and product positioning. However, marketing shouldn't lead product development. Marketing’s focus is outward, looking at how to sell the product once it's developed. If marketing drives product development, there's a risk of prioritizing marketability over functionality, which can lead to products that don’t actually meet users' needs.
Sales: Sales teams are key in bringing in revenue and understanding customer pain points. They provide insight into what customers are asking for, which can inform product development. However, sales should not steer the product development ship. Their primary objective is to close deals, often leading to a short-term focus that can conflict with the long-term vision required for successful product development.
Consultants: Consultants can provide expert advice, strategic insights, and an outsider’s perspective. They can help identify gaps, suggest improvements, and offer specialized knowledge. However, their role is advisory. Consultants don’t have the intimate understanding of the company’s culture, resources, and long-term goals needed to drive product development. Their contributions should inform the process, not lead it.
Who does own research and product development?
Product development is best owned by a coalition of roles that bring together different perspectives, expertise, and responsibilities. The key players in this coalition typically include the research and development manager (R&D manager), product manager, and the research and development (R&D) team.
The R&D manager: The R&D manager has the ultimate responsibility for the company’s success, and therefore, must be deeply involved in product development. They provide the vision and strategic direction, ensuring that product development aligns with the company’s overall goals and objectives. The R&D manager also organizes resources, sets priorities, and makes high-level decisions that impact the product development process. While the R&D manager should not micromanage the details, their leadership is necessary in guiding the overall strategy and making key decisions.
The product manager: The product manager is often considered the "CEO of the product." They are responsible for defining the product vision, strategy, and roadmap. They make sure that the product meets customer needs, fits within the market, and aligns with the company’s goals. They act as a bridge between various teams, including marketing, sales, R&D, and customer support, facilitating communication and collaboration. The product manager is at the heart of the product development process, coordinating efforts and ensuring that the project stays on track.
The research and development team: The R&D team is responsible for the technical development of the product. This includes research, design, prototyping, testing, and iteration. They bring the technical expertise needed to turn ideas into viable products. The R&D team works closely with the product manager to ensure that the product meets the specified requirements and is feasible within the given constraints. They also collaborate with other teams to incorporate feedback and make necessary adjustments.
Collaboration and overlapping roles
Like I said at the start, there isn’t one role or team that owns product development. It’s a collaborative process where roles overlap. The trick is knowing where and when they overlap.
Shared responsibilities
- Vision and strategy: The R&D manager sets the overall vision and strategy for research, but the product manager translates this into a product-specific research vision and roadmap. The R&D team provides input on technical feasibility and innovation opportunities.
- Customer insights: Marketing, sales, and customer support teams gather customer insights, but it’s the product manager’s role to synthesize this information and prioritize research efforts. The R&D team then works on investigating these priorities.
- Resource allocation: The R&D manager allocates resources for research at a high level, while the product manager makes decisions about how to best use these resources within the research process. The R&D team provides feedback on what resources are needed for successful research.
- Testing and iteration: The R&D team conducts testing and iteration as part of the research process, but feedback from marketing, sales, and customer support is crucial in refining research directions. The product manager ensures that this feedback loop is effective and that research evolves to meet market and customer demands.
For effective research and product development, a culture of collaboration and open communication needs to be in place. Regular cross-functional meetings where goals are clarified keep everyone aligned and working towards the same research objectives. It’s important to recognize and respect the expertise and contributions of each role, respecting their strengths and giving space for them to drive research forward, ultimately creating products that excel in the market.
In the end, research and product development research is a team effort. While certain roles have more ownership over specific parts of the process, it’s the collaboration between these roles that leads to the development of successful products based on genuine consumer insights.