#RealWorldLessonsInResponsiblePM: The responsible PM—Reimagining the product lifecycle

As we reached the end of our Digital Product Management course at SPJIMR, a reflection of the journey felt necessary. This course offered an important addition to the pre-existent prodman discourse: the discussion surrounding responsibility, ethics, and sustainability in the digital age. To reflect on what it means to be a responsible product manager, it is imperative to reflect first on what it means to be responsible.

Definitions of the word uncover an irony: holding someone responsible implies assigning fault to them when their actions result in negative consequences. Simultaneously, a responsible person is someone reliable whom you can trust to behave sensibly. The true meaning of the word lies at the intersection of the two definitions. A responsible product manager should keep in mind that they are both the person entrusted with shaping the product into what it is and the person held accountable when the product does not perform as expected. (at least internally; even if it’s the CEO that gets negative press from users.)

Being a responsible product manager does not come simply from launching an initiative or two on sustainability, spearheading invigorating discussions, or carefully executing a framework closely aligned with these objectives. Real life is more complex with intricacies and interdependencies, and most importantly, stakeholders have conflicting priorities, requiring consideration for the broader system and not just one’s product in isolation.

Responsibility should therefore be present at each step of the product life cycle. To explore this further, consider a D2C tech startup planning to launch a health and wellness app guiding people on their diet, exercise, sleep, and general lifestyle. We’ll reimagine their journey through the lens of what a responsible PM would do.

Discovery and ideation

It’s important to recognise that ethics change with cultural context. If the app is to be launched for a specific geography, research should focus on what that segment values the most. Western philosophies on medicine and their approach to ailments are more problem-specific, while Eastern practitioners adopt a more holistic view. These beliefs dictate the treatment of mental health disorders as well. This stage is marked by aligning the app’s core offerings to what its users value or need the most.

Data collection and research

Informed consent and robust privacy measures are a bare minimum, rather than a unique value add. Transparency in data handling and rigorous audits will prevent the accumulation of ethical debt.

Design and prototyping

Designing would involve setting responsible acceptance criteria for the product: long-term indicators of well-being like multimorbidity, AQI, dental health, and self-indicated socioeconomic well-being should be prioritised over hard metrics like weight and BMI, which might attract quick wins. The responsible PM would consult doctors, research scientists, and nutrition experts who share similar ethical standards and contribute to scientifically sound recommendations.

Development and testing

This phase tests not just functionality but also accountability. This means rigorous bias auditing, beta testing the app with a diverse user group, and continuously incorporating qualitative feedback on cultural and data protection concerns.

GTM and post-launch

Taking the app to market involves a responsible use of psychometric data, keeping informed choices and self-care at the forefront rather than encouraging addictive behaviours. Campaigns must underscore the importance of seasonal diets, locally sourced ingredients, and waste reduction; partnering with local organisations is key to highlighting how health and environmental well-being are intertwined. Agility is inherent to the role of a PM; vital metrics should be continuously monitored for course correction and improvement. Metrics such as ethical audit scores, expert validation scores, regulatory compliance rates, and ethical complaint rates are useful indicators of responsible innovation. PMs must consider them equal and not adjacent to traditional success metrics.

Balancing responsibility with business goals

That social and financial gains are mutually exclusive or conflicting is a narrow and flawed view. Long-term success is derived through responsible practices, whether the trigger is stringent regulations, brand perception, or leadership initiatives. The app’s strategic positioning as a responsible innovator would win users’ trust and yield a sustained competitive advantage. The bottom line: prosperity is only realised in a thriving environment; without it, neither we nor the firm would survive.