APM Programs

Marty Cagan argues that most tech product companies struggle to find enough very strong product managers, and that strong product teams depend on them. He points to Google's Associate Product Manager program, which recruits high-potential people from inside and outside the company and coaches them for two years into exceptional product leaders. Note that this 'APM' is a selective development program, not an entry-level junior role as the term often means elsewhere. Cagan encourages executive teams to build similar programs and outlines principles for doing so: a high acceptance bar, thorough skill assessments, individualized coaching with senior executives, and real product responsibility. He stresses that developing people is a core leadership duty and that these programs should reward merit over politics.

01Key takeaways

• Set a very high bar for entry, accepting only those recognized as top minds with high potential and drive.
• Run a thorough skills assessment for each participant and refresh it throughout the year.
• Give each participant an individualized coaching plan with ongoing mentoring from a senior executive such as the CEO or VP Product.
• Place participants as product managers of real, key product teams, since that is where people learn product work best.
• Keep the program merit-based and low-key so that respect is earned among peers rather than granted through politics.
• Treat developing strong product people as a core, ongoing responsibility of company leaders.

02Key sections

The scarcity of strong product managers

Cagan observes that many tech companies lack enough strong product managers, and that great products come from strong product teams anchored by strong PMs.

Google's APM program

Google recognized early that strong product leaders were scarce and created a two-year coaching program to recruit and develop top talent into product managers.

Clarifying the APM name

The term Associate Product Manager often means a junior role elsewhere, but Google's version is nearly the opposite: a selective development track for high performers.

Spread of the model and principles for setting one up

Many top companies have adopted similar programs, and Cagan recommends a high bar, skills assessments, individualized coaching, and placement on a real product team.

Culture and leadership responsibility

Programs should fit company culture and stay low-key, letting people earn peer respect, because developing people is a key leadership job.

03From the post

“A partnership dedicated to teaching best practices to product teams and product leaders”

Summary and takeaways written by PM Atlas; quotes are short excerpts. © the original author.