Philosophical Perspectives on Product Management and the Iceberg Model – Insights from Liu Jun

Column Introduction

The "Research Enthusiasts" column is a technical and data platform salon aimed at sharing internal technical exchanges, discussing generic topics, and fostering interest groups to break down team barriers and promote cross‑department interaction.

Part 1: Viewing the Product‑Product Manager Relationship Through Philosophy

We should dialectically consider the product and the product manager, analyzing them with two opposing philosophical viewpoints. The product is material and does not shift with changes in consciousness; we describe it with objective materiality. The product manager, described with subjective consciousness, holds the product’s “idea” and serves as the product’s advocate. Although a product can exist without a manager, the manager discovers its future, serves it, and must maintain reverence for the product throughout its lifecycle.

Part 2: Constructing Product Manager Work Scenarios

“From 9:30 am to 11:00 pm, I attend eight meetings, handle massive emails, communicate requirements, design, address exceptions, and convene urgent special meetings. This is the typical daily routine of a product manager.” Liu Jun emphasizes that product managers spend most of their time communicating and coordinating, often preferring organized meetings over one‑to‑one talks for efficiency. They must manage overlapping meetings, practice time management, and improve decision‑making efficiency through coordination.

For urgent critical issues, maintain a calm mindset, assess risks, and follow the steps of loss‑cutting, fixing, patching, post‑mortem, and extension. For strategic matters, uncover core value and devise optimal action plans to ensure rapid outcomes.

Liu Jun recommends a four‑step growth process: listen, think, speak, do. First, listen to gather and evaluate information, then hypothesize and devise solutions. Communicate clearly, concisely, and persuasively. When conditions are ready, respond quickly, simplify complexity, take small iterative steps, and present results promptly.

Part 3: The Product Manager Iceberg Model

We must become proactive product managers rather than passive implementers of others’ solutions – this is the “need‑solution theory.” Liu Jun highlights three distinctive knowledge points: modeling, platform‑product thinking, and the need‑solution theory. Modeling enables multi‑dimensional product design (point, line, surface, volume) and ecosystem expansion.

During growth, product managers should master five skills: planning, summarizing, communication, tooling, and experience, achieving forward planning, concise synthesis, discerning listening, universal tools, and replicable experience.

According to Liu Jun, a product manager is responsible for the entire product lifecycle—from market research, ideation, planning, development, launch, promotion, to end‑of‑life management—aligned with the company’s product strategy. The role requires three consciousnesses: product, user, and risk, and three attitudes: proactive, calm, and inclusive.

Qualities of a qualified product manager include adherence to core company values, ethical standards, and traits such as strategic thinking, communication excellence, and entrepreneurial spirit. The industry’s popularity attracts many, but true excellence demands a thinker, artist, politician, and entrepreneur who can deliver high‑value outcomes.

END