It's a really long article explaining and justifying what "Product" is. TBH, I didn't think the article was justifying the role so much as justifying the ambig

It's a really long article explaining and justifying what "Product" is. TBH, I didn't think the article was justifying the role so much as justifying the ambiguity that surrounds it. The fact that PM touches so many areas without specializing in any one, and ultimately involves mostly leadership and coordination, means it can be really tough to put a finger on what, exactly, someone with that title is doing. * But I think in the end, someone ends up filling that need, whether they have a formal title or not.* And that really is the key. In small organizations, it's not unusual for the lead of the technical group to own these functions. That can be good, or it can be very very bad, depending on the person and the market the company is operating in. But as the organization scales, the complexity of the work grows substantially. Often that means a few folks help pick up the ball in an ad hoc fashion until someone realizes that maybe one person should own the responsibility, and voila, a product manager is born.