All related (4)
Navin Ganeshan
Head of Driver Products, Amazon Relay, AmazonMay 30

To be blunt, I think they are critical. Data is the currency for any decision-making, and analytical competencies are exactly what empower product managers, technical or otherwise. For technical PMs, there is also an expectation of data self-sufficiency where they are not as dependent on BI or other engineers for extracting and analyzing data. While I wouldn't necessarily imply that SQL capabilities are absolutely critical, let's just say that analysis and visualization can be a substantial super-power. Whether it's being able to analyze feature-usage, page-flow dynamics, browser-metrics or build retention-matrices, using off-the-shelf dashboards can be limiting. Newly launched features may not always be accompanied by ready-to-reporting. In these cases, data competencies ca help a PM bridge that gap. Product managers who can access, analyze and visualize data also have a substantial speed and efficiency advantage over others.  

What skills are useful? Specifically basic data-modeling, simple SQL, analytical tools for performing historgrams, scatter-plots and simple visualization using tableau, PowerBI etc. Another benefit to this data self-sufficiency is that PMs can engage in higher quality story-telling around their product area. It frees them to express what's happening using a data-centric or visual language that can often make the difference between a good PM and an exceptional one.  

Vasanth Arunachalam
Director, Technical Program Management, Meta | Formerly Microsoft
It could be a combination of any of these things - * Look at data (dashboards, customer feedback channels, internal partner team feedback) to check progress (on product success, platform performance) -Take any actions necessary (filing bugs, resolving a SEV) * Supporting your cross functional team to deliver on roadmap projects -Brainstorm product and technical solutions. -Sprints, design reviews, code reviews -Removing blockers * Look at data to proactively surface opportunities, hot spots, technical bottlenecks etc * 360 communications often tailored meticulously fo...
Navin Ganeshan
Head of Driver Products, Amazon Relay, Amazon
(Reposting this from a related question)  A technical product manager at Amazon is generally referred to as a Product-Manager-Technical (PM-T). A PMT can have ownership over a product, a functional area or even a program, but their primary focus is on formulating the vision, the strategy and roadmap for that area. They are also ultimately responsible for the end metrics of adoption, quality and effectiveness of the features they deliver. They are also the primary customer champions synthesizing their current pain-points, as well as anticipating future needs. They develop concept document...
Devika Nair
Director of Product, Oracle Cloud Infrastructure, Oracle
In my opinion, you can be successful in any role by not having the expertise if you recognize it and are willing to learn. The product manager is generally not the most technically advanced person on the team, but they bring in other expertise and experience to the team (e.g., customer data, market insights, etc). What has helped me is identifying key experts in the organization and leaning into them. I've usually not found a single technically "advanced" person on any of my teams. Different members of the team might have expertise in different areas. PMs with the expertise to identify the...