2 stories
In 1931, a junior executive at Procter & Gamble wrote an 800-word memo asking for two more hires. He wanted someone accountable for each soap brand: someone who tracked sales, ran the promotions, handled the packaging, and talked directly to the people buying the soap.
For twenty years the product manager and the developer ran a relay. The PM gathered customer input, wrote the spec, and handed it over. The developer took the spec, made the technical calls, and built it. The PM checked the result against the intent. Then the baton went back.
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