LinkedIn Discards Conventional Product Manager Program for ‘Full-Stack Builder’ Model
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LinkedIn is fundamentally reshaping its approach to product growth, dismantling its long-standing Associate Product Manager (APM) program in favor of a new initiative focused on training employees to handle the entire product lifecycle – from coding to design and launch.The shift, announced by LinkedIn’s chief product officer, Tomer Cohen, on the “Lenny’s Podcast” this past Thursday, signals a broader industry trend towards more versatile, multi-skilled tech professionals.
The Rise of the ‘Full-Stack Builder’
This move represents a significant departure from the conventional division of labor within tech companies. Traditionally,product managers,designers,and engineers operate as distinct teams,each responsible for a specific phase of product development. LinkedIn’s new model aims to cultivate employees capable of independently navigating the entire process,”irrespective of their role in the stack.”
These “builders,” as LinkedIn now calls them, will be equipped to combine skills historically siloed across different job functions. Cohen emphasized the importance of developing not just technical proficiency, but also crucial soft skills like vision, empathy, communication, creativity, and sound judgment – particularly the ability to make “high-quality decisions in what is complex, ambiguous situations.” He added that the company is actively working to automate tasks that don’t require these uniquely human capabilities.
Reshaping Team Structures for Agility
The full-stack builder model is also driving changes in how LinkedIn organizes its teams. The company is moving away from large, functionally-divided groups and adopting smaller, cross-trained “pods.” This restructuring is intended to foster greater agility, adaptability, and resilience. “They can actually match the pace of change to the pace of response,” Cohen stated, highlighting the need for rapid iteration in today’s fast-paced tech landscape. The emphasis is shifting from collaboration between specialists to individuals “who can flex across” disciplines.
Cohen, who has been with LinkedIn for nearly 14 years, announced his departure from the company in January, a move occurring alongside this significant internal restructuring.
Is This the end of the Product Manager Role?
The changes at LinkedIn come amid a wider industry debate about the future of product management. While product managers are increasingly recognized as critical in the tech world, some question the long-term value of the role.
Several companies are reevaluating their reliance on product managers. Microsoft, for example, is reportedly aiming to increase the proportion of engineers on its workforce to streamline operations, according to reporting from Business Insider in March. Similarly, Airbnb and snap are also rethinking their product management needs.
Surge AI CEO Edwin Chen argued in July on the “No Priors” podcast that early-stage teams may not even need product managers, suggesting that engineering leaders should initially drive product direction. “Your engineer should be hands-on. They should be having great ideas as well,” Chen saeid.
Though,others maintain that product management remains essential,particularly in the rapidly evolving field of artificial intelligence. Google Brain founder Andrew Ng, speaking on the same podcast in August, asserted that product management, not engineering speed, is the primary bottleneck in AI startups. He explained that the speed at which AI tools allow for prototyping necessitates faster product decision-making – a skill set in which product managers excel.
The ability to quickly iterate and respond to user feedback is paramount. Ng pointed out that when prototypes can be built in a day, waiting a week for user input becomes “really painful,” forcing companies to prioritize rapid, informed product decisions.
ultimately, LinkedIn’s shift towards the full-stack builder model reflects a growing desire for greater efficiency, agility, and a more holistic approach to product development. it remains to be seen weather this model will become the industry standard, or if the role of the dedicated product manager will continue to evolve alongside the changing needs of the tech landscape.
