The product manager (PM) role has become ubiquitous across many technology companies. However, there is an ongoing debate about whether PMs need an engineering background or if soft skills trump technical skills. In reality, there are merits to both approaches.

On the surface level, a technical background seems to confer advantages - deeper comprehension of system constraints, ability to prototype, and credibility with engineers. But there are also phenomenally effective PMs hailing from creative or business-focused domains who can’t code their way out of a paper bag.

So, which is better suited for the demands of product leadership? I think it depends a lot on the specific role and company dynamics. Let me share some real-world perspectives.

Why a Technical Background Helps

Having an engineering foundation allows PMs to:

• Better grasp technical constraints during product design and road mapping

• More fluently communicate with development teams in their language

• Understand tradeoffs around technical debt, architecture, scalability

• Prototype and validate ideas hands-on with working code

• Gain credibility with engineers by understanding the work required

Big Tech Platforms Favor Technical PMs

Considering the case of Google, PMs were expected to have CS degrees and the ability to debate architectures. Given Google’s complex tech stack and infrastructure, PMs must collaborate closely with engineers on system design and feasibility. Similar dynamics exist at other platforms like AWS.

Like a successful PM for Google Cloud, one understood how to build robust distributed systems and could debug and fix issues hands-on during launches. The engineering expertise was indispensable in technical planning and earning trust across GCP teams.

Startups Need More Business Generalists

At earlier stage startups, coding PMs are less common. Wearing multiple hats is required, so breadth trumps depth. PMs have to flex across strategy, marketing, partnerships, and customer issues. Less polished code is forgiven if the product solves real needs.

When Tech isn't needed??

However, a coding background is less of a requirement for leading products in spaces like:

• Consumer apps and web services

• Digital content, media, and entertainment platforms

• E-commerce, retail, and marketplaces

• Community-driven and social products

In these cases, soft skills become more vital:

• Strong empathy to understand diverse users

• Creativity and design instinct

• Cross-functional leadership and influence

• Communication, storytelling, and pitching

• Strategic thinking and vision setting

Great PMs blend these soft skills with just enough technical acumen to properly evaluate tradeoffs and make decisions. Being too engineering-focused can cause PMs to lose sight of customer experience.

Enterprise Products Call for Business Instinct

In enterprise products for areas like sales, HR, or finance, PMs benefit more from business background than engineering skills. Understanding complex buyer personas, use cases, and navigating stakeholder dynamics is critical.

No Perfect Mold for Modern PMs

As products and customers get more complex, rigidly requiring CS degrees seems outdated. The most effective PMs boast T-shaped skillsets - depth in a specialty like design or engineering, combined with the agility to rapidly learn new domains on the job.

In reality, the best product managers have a "T-shaped" blend of hard and soft skills. The vertical bar of the T represents depth in a specific domain like coding, design, or business. The horizontal bar is the ability to collaborate across disciplines.

So, some coding ability helps provide credibility. Well-rounded perspective and strategic thinking ultimately determine great PM leadership.

Rather than silo technical and non-technical PMs, companies should nurture hybrid product thinkers who synthesize technical depth, business breadth, and outstanding communication skills.

The reality is great PMs can emerge from any background. Success hinges on strategic vision, user empathy, creative confidence, and leadership versatility. These human skills determine effective product management as much as technical pedigree.

The future belongs to PMs who marry interdisciplinary flexibility with a strong results orientation.