A strong product manager should be a person with a balanced view of business (requirements) and engineering, else there's bound to be problem and this could lead to disintegration in the team. S(?he) must know how to manage stakeholders expectations in relation to timeline.
In the quest to move fast and break things, product managers unconsciously encourage engineering teams to throw caution to the wind and ignore the fundamental tenets of software development. This practice only leads to frustration and unmanageable technical debts.
Product managers do this in a variety of ways: 1. Change features direction mid-sprint without any change in delivery timeline.
2. Demand half baked features to be released into the wild.
3. Get people to build not well thought-out ideas, only to cancel it before it ships.
It's always fun when I speak to founders and potential founders and they are quick to tell me how they want to use AI/ML to improve customer retention and improve LTV. Truth is, they don't even need ML. A properly written SQL is what you need.
In a former life, I used to write SQL to extract customer of the week. Basically, select from orders table where basket size is the biggest. We will then email a nice thank you note to this customer and attach a small coupon/voucher....
...Guess what? 99% of these people became repeat customers. We never needed ML. We just wrote a simple SQL and got this information. We did the same thing for customers who last shopped 3 or so months ago....