Software companies of all sizes are relying on acquisitions to fuel growth as opposed to relying on organic growth. Consequently, product managers and product team leaders are being tasked with the role of product portfolio integrator. These teams must be mindful—even vigilant—about their existing product portfolio gaps since acquired products or companies rarely fit perfectly into the existing portfolio.
As these companies continue to rely on acquisitions to address increased growth demand and product gaps, product managers and team leaders must move the portfolio management and integration activities from an afterthought to on-going product management hygiene.
These days when I talk to product managers and product team leaders about their product strategy, a growing number of them understand that the principle engine for their sustained product growth and the most expedient way they will close gaps in the portfolio comes through an acquisition.