When we think about engineering teams, what comes to mind? Fast-moving problem solvers? Systems optimizers? Builders of elegant solutions? All true. But here’s the catch—sometimes, we get so focused on the technical side of the work that we miss the bigger picture: the impact our work has on users and the business.
I’ve seen it time and again. Engineering teams pour their energy into optimizing a system or solving technical challenges, only to find that the solution doesn’t align with what the product or the business really needed. That disconnect slows teams down and creates friction. But what if there was a way to bridge that gap?
That’s where thinking like a product manager comes in. No, I’m not suggesting engineers become PMs. But I am saying that adopting a product mindset can fundamentally change how engineering teams approach problems—and deliver results.
Systems vs. Solutions: The Current Focus of Engineers
Engineering culture often celebrates technical excellence. Rightly so—building scalable, reliable, high-performance systems is no small feat. But technical excellence on its own doesn’t guarantee a great product. If what you’re building doesn’t solve a meaningful problem for users or meet a business goal, even the most elegant code won’t drive impact.
The challenge? Many engineering teams are wired to focus on the "how" instead of the "why." It’s natural to prioritize what we’re great at: improving performance, increasing scalability, and optimizing efficiency. But these technical goals don’t always line up with the problems the product team is trying to solve.
And when those goals don’t align, frustration creeps in. Engineers feel undervalued when their work doesn’t land as expected. Product teams feel unheard when user needs get overlooked. Nobody wins.
Why Engineers Should Think Like Product Managers
Here’s the magic of a product mindset: it complements technical expertise by adding a layer of context. It’s not about abandoning rigorous engineering practices—it’s about understanding how those practices serve users and the business.
When engineers start to think like product managers, they ask bigger questions:
- What problem are we solving?
- How will this impact users?
- What’s the business value here?
This shift in perspective can transform everything from prioritization to collaboration. Instead of building for the sake of building, engineers start solving real-world problems. And that makes all the difference.
The “Product Engineer”: Evolution or Common Sense?
You’ve probably heard the buzz around “product engineers.” It’s the hot new hybrid role that blends engineering with product thinking. The idea is that these engineers go beyond writing code—they deeply understand the product, the users, and the business goals.
While it’s tempting to see this as a trendy new role, I’d argue it’s just good engineering. High-performing teams already aim for this balance: technical rigor paired with a strong sense of product purpose. So maybe the rise of the “product engineer” isn’t a revolution—it’s a reminder of what engineering teams should aspire to in the first place.
The Outcomes of a Product-First Mindset
When engineering teams embrace product thinking, the results speak for themselves:
Better Prioritization
Engineers focus on solving the right problems, not just building features for the sake of it.
Improved Collaboration
Teams align around shared goals, reducing the friction between engineering and product.
Faster Delivery
When technical and product goals are in sync, iteration speeds up—and so does impact.
How Leaders Can Foster Product Thinking
If you’re a CTO or VP of Engineering, you have the power to shape this mindset in your team. Here are a few practical steps:
Integrate Engineers Into User Research
Let engineers hear directly from users. Seeing the real-world impact of their work can be a game-changer.
Emphasize Business Impact
Highlight how engineering decisions tie back to business goals in metrics, retrospectives, and everyday conversations.
Collaborate on Roadmaps
Involve engineers in early roadmap discussions so they understand the why behind what they’re building.
Lead By Example
Model curiosity about user needs and product goals in your own decision-making. Show your team that technical excellence and product thinking aren’t mutually exclusive—they’re a powerful combo.
Final Takeaway
Great engineers don’t just build scalable systems—they solve meaningful problems. By adopting a product mindset, engineering teams can deliver smarter solutions, faster iterations, and stronger collaboration with product teams. It’s not about replacing technical excellence—it’s about amplifying it with purpose.
So, the next time you’re deep in the weeds of a technical challenge, take a step back. Ask yourself: how will this work make a difference? When engineers think like product managers, they unlock their full potential—and that’s where the real impact happens.
.webp){kind=small}
.png)
