Even with the greatest product ideas, if you can't build and launch your product, it remains just an idea. So, your relationship with the engineering organization is all important.
In this chapter, I describe the leader of the engineering organization. I had the good fortune to collaborate on this chapter with one of Silicon Valley's most successful CTOs, Chuck Geiger.
I have often said that, if as product manager you have a good working relationship with your engineering counterpart, then this is a great job. If you don't, you're in for some very tough days. So, in the spirit of developing a better appreciation for what makes a great technology organization, we offer this summary.
First, let's be clear which organization we're referring to. This is the organization responsible for architecture, engineering, quality, site operations, site security, release management, and usually delivery management. This group is responsible for building and running the company's products and services.
The titles vary but often include VP engineering, or chief technology officer (CTO). In this chapter, we'll refer to the head of this organization as the CTO, but feel free to substitute the term your company uses.
There is one title, however, that is often a problem: the chief information officer (CIO). The CIO role is very different from the CTO ...