What is the Right Balance — Strict Process vs Flexibility?
Striking the right balance between following structured processes and staying flexible to meet your product goals.
When do you stick to the “PM script” and when do you improvise and adapt?
When do you follow the rules and when do you bend them?
What are the dangers of overdoing processes?
Will too much structure stifle innovation or team speed?
Introduction to this wonderful discourse
Imagine you were trying to get to a destination — there are map instructions to follow, but sometimes you might want to try what you know or ask someone instead, which may make your journey faster or more efficient. That’s what this discourse is about.
Some people say you should always follow strict instructions, while others think it’s okay to mix things up a bit. Some even say don’t follow instructions at all just go with your guts!
There’s a lot of talk about how to do things the “right” way in product management. Product schools globally teach various processes, structures, and frameworks to approach product management. Some companies also enforce specific PM processes, expecting their PMs to follow them as it’s the “rule” if you work there.
On the other hand, some product managers and leaders have often debated on social platforms about finding a balance — arguing that the best approach is to “do what works best for your team”. This is obviously on a case-by-case basis because “what works best” is different things to different people.
Interestingly, every company or team has its unique approach. Some have even developed in-house processes that stray from the usual standards simply because these processes work for them. As a PM in Company A, you might move to Company B and discover they do things completely differently there. Yet, both companies are achieving great results. So, who’s to say what’s right or wrong?
So, with all these opinions and approaches, how do you find the right balance as a Product Manager? Is it better to stick to the rules, or should you trust your instincts and adapt as needed?
In the rest of this article, we discuss the role of established processes, when to follow them, when to bend them, and how to ensure that your team and product thrive, no matter which path you choose.
The Role of Process in Product Management
Processes, frameworks, and methodologies are the backbone of product management. They provide structure, help teams stay aligned, and ensure that the work gets done efficiently. Whether it’s Agile, Lean, Scrum, or any other methodology or framework, these processes are designed to help teams navigate the complexities of product development. They offer a proven path to success, minimizing risks and maximizing productivity.
For instance, Agile methodologies emphasize iterative development, regular feedback loops, and continuous improvement. By following Agile principles, teams can adapt quickly to changes, deliver value incrementally, and ensure that they’re always working on the most important tasks. Similarly, Lean focuses on eliminating waste, optimizing resources, and delivering only what’s truly valuable to the customer.
These frameworks are popular because they work. They’ve been tried and tested in countless scenarios, across different industries, and have consistently delivered positive outcomes. But as beneficial as they are, strict adherence to these processes isn’t always the best approach.
When Sticking to the Process Makes Sense
There are times when following the established process is crucial. When working on large, complex projects involving multiple teams, sticking to a process helps maintain order and ensures that everyone is on the same page. It prevents chaos, keeps the project on track, and helps avoid costly mistakes. In these scenarios, the process acts as a safety net, catching potential issues before they spiral out of control.
For new or smaller teams, strict adherence to established processes can also be beneficial. It provides a learning path and helps team members understand the fundamentals of product development. It’s a way to build discipline and ensure that best practices are being followed.
The Case for Flexibility
However, there are times when flexibility is key. In fast-paced environments where market conditions change rapidly, being too rigid can slow you down. If you’re constantly trying to fit your work into a specific framework, you might miss out on opportunities to respond to trends or urgent customer needs.
Moreover, not all teams and products are the same. What works well for one team might not work for another. Some teams thrive in a structured environment, while others excel in a more fluid, dynamic setting. As a Product Manager, it’s important to assess your team’s strengths and weaknesses and adjust your approach accordingly.
Being flexible doesn’t mean abandoning all processes — it means being willing to adapt to fit the situation. It’s about understanding the intent behind the process and finding ways to achieve the same goals in a way that works for your team and product.
Finding the Sweet Spot
So, how do you find the right balance between process and flexibility? The key is to maintain a “focus on the end goal” mindset— delivering a successful product that meets customer needs.
Understand the process, but know when to bend it
Take the time to understand the processes and frameworks your team uses. Know their strengths and limitations. Once you’re familiar with the process, you’ll be better equipped to decide when it’s appropriate to follow it strictly and when it might be more beneficial to take a different approach.
Prioritize communication
Regardless of whether you’re following a strict process or adopting a more flexible approach, communication is critical. Keep your team informed about any changes in direction and ensure that everyone understands the reasoning behind them. This helps maintain alignment and reduces confusion.
Evaluate regularly
Product management is an iterative process, so it’s important to regularly evaluate what’s working and what isn’t. Discuss the process, gather feedback from the team, and make adjustments as needed. This continuous improvement mindset helps you strike the right balance over time. Do more of what works and less of what doesn’t.
Align with Your Team and Stakeholders
Make sure that your approach aligns with the expectations of your team and stakeholders. If there’s a strong preference for following a particular process, be mindful of that. On the other hand, if there’s a collective desire for more flexibility, be open to exploring new ways of working.
Navigating the Interview Process
During interviews, PMs are often asked how they would approach specific scenarios, and they’re expected to provide “textbook answers” that demonstrate their knowledge of established processes and frameworks.
However, this expectation can sometimes clash with the reality of effective product management, which often requires adaptability and thinking outside the box. It’s somewhat paradoxical: interviews demand adherence to structured responses, yet real-world product management thrives on flexibility and adaptation. This dynamic can be challenging.
If a PM were to express their genuine, flexible approach during an interview — highlighting how they adapt processes to fit the team’s unique needs or how they innovate beyond standard frameworks — they might worry that the interviewers who are accustomed to textbook answers, wouldn’t take them seriously. There’s a concern that deviating from expected responses could be perceived as a lack of knowledge or as being non-conformist.
This situation highlights a broader issue in the PM industry: the tension between standardized best practices and the need for individualized approaches. While it’s important to demonstrate a solid understanding of established processes during interviews, it’s equally important to convey the ability to adapt and tailor those processes to fit specific team dynamics and product requirements.
As a PM in an interview, how do you navigate this?
- Show that you understand and can articulate established processes and frameworks. This reassures interviewers that you have a solid foundation.
- Share examples of how you’ve successfully adapted processes in past roles to better suit your team’s needs or to respond to changing circumstances. This demonstrates your flexibility and problem-solving skills.
- Make your interviewers understand that while you value and respect structured methodologies, you also recognize the importance of adapting them when necessary. This balanced perspective can resonate well with interviewers who appreciate both structure and flexibility.
Present yourself as a well-rounded Product Manager who understands the importance of balance.
Conclusion: What’s Your Take?
Balancing process and flexibility is a nuanced challenge in product management. It’s about finding the approach that best suits your team, your product, and the environment you’re working in.
There’s no one-size-fits-all answer, but by being mindful of when to follow the rules and when to adapt, you can guide your team to success.
So, what do you think? Have you found yourself sticking to the process or bending the rules? How do you navigate interviews that seem to expect rigid answers when real-world product management requires flexibility? I’d love to hear your thoughts and experiences — let’s keep this conversation going!
