Product managers will need a certain set of skills to be able to effectively perform their duties. Let's go over some topics related to the job aspects of product management, including how managers are involved in the development process, as well as their basic roles and recommended skillsets. How do companies actually manage the development process? In the traditional US approach for product management, organizations have distinct departments. These include research and development, as well as engineering and production. Each department is responsible for a set of distinct and fixed activities such as conducting research or designing and manufacturing products. This approach lacks forward thinking, and it doesn't consider how downstream departments deal with ideas and concepts, how the customers evaluate the products, or whether or not they're satisfied with the products. This approach was used for many years, especially in larger corporations involving manufacturing, as it follows a more linear way of developing products. In this setting, product managers are typically responsible for planning and creating new products. They work with the research and development department to generate new product ideas, then work with the engineering team to create the product. Depending on the company, the product managers may participate in marketing and promoting the product alongside the marketing department. A more popular approach is to assign a product manager to champion a specific product throughout the entire development process. In this role, product managers act as leaders who oversee and manage a variety of product development activities from beginning to end. This approach is more commonly seen in the use of innovation teams to develop new products. In recent years, companies started using innovation teams to specifically focus on developing new products. Innovation teams are oftentimes cross-functional teams consisting of people from different functional areas of the company, such as research and development, engineering or IT, marketing and finance. This approach can also be more project based, often designed to develop a single new product with guidance and direction from the top executive management with distinct strategic visions and goals. Another reason this approach has achieved strong results in developing new products is due to its cross-functional nature. Cross-functional teams promote better communication as well as constant collaboration, which result in increased efficiency and faster speed for new product development. Many of the more flexible product development and management systems can be easily implemented in an innovation team setting.