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Research and development of our greatest features.
Product Team
6
Al Chen
Product Manager
🌉 SF
Lauren Struthers
Designer
🗽 NYC
Ben Lee
Engineer
🌲 the woods
Zack Aman
Engineer
🗽 NYC
Product Tools
7
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Description
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Team owns
1
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Jira
Engineering and bug tracker.
Product
2
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Figma
Product tracking software
Product
3
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Github
Code repository
Product
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Charter

A product team is typically comprised of cross-functional teammates. They are responsible for product management, product marketing, user experience, and product analytics. Product teams may also be tasked with marketing, forecasting, and profit and loss (P&L) responsibilities.
The table below summarizes the roles and responsibilities of each function within a typical product organization: product management, user experience, and product analytics. It also includes product marketing roles and responsibilities. Product managers may do that work if there is no product marketing team at an organization.
Product Functions
Function
Responsibilities
Roles
1
Product management
Set the product vision and strategy
Plan and deliver releases
Collect and curate new ideas
Define new product features
Director of product management
Group product manager
Product owner
Product manager
Associate product manager
2
User experience (UX)
Conduct user research
Build user story maps
Create wireframes, mockups, and prototypes
Perform usability testing
Director of user experience
UX manager
Senior UX designer
UX designer
Product designer
3
Product analytics
Integrate data sources
Research market trends
Understand user journeys
Reveal user behaviors and pain points
Director of product analytics
Analytics manager
Senior product analyst
Product analyst
Business analyst
4
Product marketing
Research the competitive landscape
Define buyer personas
Create and coordinate launch plans
Craft positioning and messaging
Director of product marketing
Senior product marketing manager
Solutions marketing manager
Portfolio marketing manager
There are no rows in this table

Organizational structures

There is no one-size-fits-all structure. You can organize your product team around the different products or product lines in your organization, for example. Or you can align around the functional area each team supports — whether that is a product feature or a customer segment.
Consider these questions as you think about the best organizational structure for your product team:
Who are your target customers? How do their needs vary?
Which business goals is your team responsible for achieving?
Are there multiple products or product lines to be managed?
What are the functions of your product team?
What resources will be dedicated to each team?
Some of the most common product organizational structures are included below. Each is focused on a different business need, such as product type or customer segment. Choose a structure that best supports the goals you need to achieve.

By product or product line

Organizing around a product or product line is the most common structure for product teams, especially at larger organizations. Each product has a dedicated product manager who reports directly to the VP of product or chief product officer. In the example below, you see three product lines with an embedded UX designer.
This structure scales well and gives product managers autonomy over their product or product line so you can deeply focus on customer problems and how to solve them. Within this structure, product managers can make decisions and iterate quickly because they have very clear ownership. This structure can also lead to siloed work — so product managers must be intentional about making time to collaborate with peers outside their area of ownership.

By feature

Organizations with complex products may have teams dedicated to particular product functions or features. In the diagram below, one product manager is responsible for the product's chat features, another is responsible for the email platform, and so forth.
In this structure, product managers have a discrete area of focus and need visibility into cross-dependencies that exist for the suite of products. A chief product officer helps maintain visibility to create a cohesive whole.

By customer segment

Some organizations structure their product teams around customer segments. This is common when a product serves the needs of different vertical markets — finance, healthcare, manufacturing, etc. — as in the example below.
Product teams can also be structured around horizontal markets. For example, a sporting goods company that creates products for tennis players and golfers could have product managers specific to each category.
Just as in the other structures above, teams that are structured by customer segment have unique advantages and challenges. Visibility and cross-collaboration are crucial — the focus is delivering a complete product experience that exceeds customer expectations.
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