Companies that make software have one big strong point: they know how to make software. They know how to build all sorts of cool features that work in amazing ways. And when they do that, they create businesses that succeed.

But the problem comes when this strength at making new features is not rounded out by other strengths, such as good marketing, delivering compelling demos, strong salesmanship, or good consulting.

The management team at a software company may be too used to solving problems by developing features in the software. This can lead to expending effort to develop capabilities in response to problems that are actually solved well outside the domain of software development.

Product Managers are uniquely situated in positions whose responsibilities span both technical and business functions at a company. This placement means that they can serve as the conduit that directs the team away from a time consuming technical change and towards a business solution.

Read on below for some examples where the correct response is not a development effort but a business solution.