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In this issue:

• Pragmatic Marketing's 2006 Annual Product Management and Marketing Survey
  Read the results and analysis of our annual survey
  

• Technology Assessment for a Better Strategy
  “Strategy” is such an overused term in our industry. “Where’s your STRATEGY?” or “It’s our STRATEGIC direction!” or “How do these tactics fit into the STRATEGY?” Let’s start over!
  

• Product Managers are Really Super Heroes in Disguise
  There are two really hard jobs inside a company. One is being a CEO, and the other is being a product manager. Both the CEO and product managers are expected to be the most flexible, acrobatic kind of leaders—adjusting to people’s styles, making sure to communicate with clarity the requirements of what is needed, translating vision into specifics and constantly at the beck-and-call of many constituents. It’s a wonder someone would take either job.
• Navigating Uncharted Territory: How We Developed a Strategic Product Marketing Role
  The trouble with the outbound role of product marketing is that we have an identity crisis on our hands—we’re misunderstood, misguided, and misaligned—and as a result, great products are either failing altogether or missing their potential.
  

• Product Design: Bridging the Gap Between Product Management and Development
  Product Design is the bridge between Product Management and Product Development. Product Management quantifies the problems, writes requirements, and validates the solution; Product Design analyzes the requirements, designs the solution, and writes specifications; and Product Development builds the solution, tests and fixes bugs, and writes documentation.