Is Your Plane Heading Towards Parking or Going to Take Off?
As I sat on my flight to Seattle during a particularly busy time at Dubai Airport, I observed a long queue of planes waiting their turn on the runway — ranging from small aircraft to mid-sized planes and jumbo jets. Every few minutes, a plane would either land or take off, part of a constant cycle. Watching this from my window sparked a thought. If a plane is on the runway and moving, there are really only two possibilities: either the plane will take off, soaring into the sky, or it will taxi back to the parking area. This simple observation holds a profound lesson for product management. When a project is in progress, a product manager is faced with a similar choice: to propel the product forward through growth, or to consider consolidation, simplification, or even retirement.
Far too often, product managers fall into the trap of maintaining the status quo, afraid to make big or bold decisions. This is particularly true when there isn’t a clear growth plan in place for a product. But a good product manager must always take a critical view of the resources being utilized and the return on investment (ROI). It is important to recognize when a product is not delivering the expected ROI and to consider whether simplification or consolidation might be the right move. Just like a plane heading toward a parking area for cleaning, refuelling, and preparation for its next flight, a product may also need a period of consolidation before it is ready to take off again. This process could involve reducing costs, streamlining infrastructure, or even rethinking how much manpower is dedicated to the product.
Taking a step back from the day-to-day operational mindset is crucial. Product managers should set aside time to critically evaluate what changes need to be made to maximize outcomes. These outcomes may not always be tied to growth; they could include cost reduction, improved security, increased reliability, or enhanced customer satisfaction. Working with key stakeholders, it is essential to define and agree on what success looks like for the product. Once success metrics are established, the product manager can focus on initiatives that will positively impact those metrics. Whether through simplification, consolidation, or growth, a thoughtful, strategic approach is needed to make meaningful progress.
It’s important to acknowledge that sometimes a plane requires only a short break in the parking area — just enough time for cleaning and minor adjustments before it’s ready to fly again. Other times, the plane may need to be taken to the hangar for significant repairs or even overhaul. And then, there are occasions when the plane has simply become too old to fly safely, and it must be retired for good. The same holds true for products and services. Product managers must continually inspect data and telemetry to determine the right course of action for each product. Data-driven insights allow for making informed decisions about whether to push for further growth, refine the product, or consider retiring it altogether.
In conversations with many product managers, I’ve noticed a common hesitation to bring up the possibility of consolidation or retirement. There seems to be a mindset that success is only measured by expanding a product or service, but this is not true. Throughout my career, I’ve been consistently recognized for my work on projects that involved simplification, consolidation, and retirement. Product managers should not fear losing ownership or status when suggesting consolidation or retirement of a product. In reality, freeing up capacity allows room for new challenges and opportunities. In most organizations, there is more work to be done than the available capacity can handle, so retiring or consolidating a product should not be viewed as a career risk. A product manager’s role is to do what is best for the product, not just what’s best for those currently working on it.
At the same time, if a product has clear growth potential, the product manager must carefully plan that growth. This phase often involves working closely with internal and external stakeholders. Collaboration is key, and there are usually several paths that growth can take. Choosing the right path is crucial to long-term success. In this stage, product managers must put themselves in the shoes of their stakeholders and customers, asking, “What will they gain from this proposed expansion?” If the growth benefits only the organization or the product team, it is unlikely to be sustainable. Product managers must clearly articulate the success metrics from the customer’s perspective. Many opportunities may seem viable, but it’s essential to prioritize the key opportunities that will have the greatest impact. By focusing on those, achieving success, and applying the lessons learned, product managers can leverage their experience to pursue future growth initiatives more effectively.
Whether a product manager is focusing on growth or consolidation, it’s critical to follow the foundational principles of good product management. First, always have a clear plan in place and ensure that all stakeholders understand it. Regular communication is essential — keeping everyone informed of progress, risks, and any changes to the plan. Plans should also be revisited frequently to make necessary adjustments as circumstances evolve. Product managers must strike a balance between long-term planning and short-term success metrics, ensuring that their teams remain motivated and aligned with the overarching goals. Equally important is staying informed about the broader environment — both within the organization and the industry. Understanding external factors that could influence the product is key to making timely and well-informed decisions.
None of these concepts are new, and experienced product managers practice them every day. However, sitting on that plane, watching the busy runway, I couldn’t help but reflect on how closely this process mirrors the journey of managing in-progress projects. After about 20 to 25 minutes of waiting, a massive jumbo jet in front of us finally took off, soaring into the sky. It was now our turn to approach the runway, and as the plane began to accelerate, I found myself reflecting on the long journey ahead. I closed my eyes, ready for the hours in the air, just as a product manager prepares for the long and often challenging path of guiding a product to success.
In summary, whether it’s managing a product’s growth or contemplating its consolidation, product managers must always focus on what is best for the product and organization as a whole. They should not shy away from difficult decisions like retirement, as freeing up resources allows for greater innovation and new opportunities. On the other hand, when growth is the objective, it must be carefully planned, customer-centric, and based on clear success metrics. Above all, good product management requires continuous evaluation, communication, and an unwavering focus on both short-term wins and long-term strategy.