baobabt
Ok I have figurred out what is the career path for product manager. In Microsoft it is a typical corporate ladder path:
Program Manager (PM) >> PM2 >> Senior PM >> Principle PM >> Architect >> Partner >> Director >> VP >> President. 6 levels to make Partners.. Quite a long winded path!!
Posted from my mobile device I know each organization has its own corporate structure, and having worked for a Tech MNC for last 4 years, i would like to post my view of Product Management. This is based upon my company which is a Global manufacturing company.
The path of a Product Manager is more Technical, and the corporate ladder to it is something like this
Engineer-> Technical Lead-> Technical Manager-> Product Manager -> Director-> VP-> CEO
So as you can see, you need to build a lot of credibility in the company to move along this track and definitely need to work for many number of years to rise to the top. ( Each step is not only related to performance, but also the number of years you have put in at the company. This is corporate culture- Loyalty is always valued)
The Product Manager role in my company is more related to the Business side of the issue, i.e with respect to Business Development and Strategy. As like kryzak said, the External Track of this role.
The internal track is indeed Project Management, but if you really want to progress in your company all the way to the upper Executive level, i would advise anyone, to not to pursue the Internal path and instead to take the External Track.
In the External Track, you would be able to interact with client, plan marketing strategies, develop the overall Business Growth, and this is more visible to the Company and considered more valuable in the eyes of the upper management, rather than just Project Management ( I myself do some Project Management activities, apart from been a Technical Lead ). I would guess this is true for most Engineering companies. I am not saying it's not possible to become CEO, by taking the internal Track, but its just that, its takes more time, and also your contributions are taken as of lesser business value to the company.
And as a side note, Engineers, Technical Managers, etc don't have much respect to Project Management, since they are seen as Generalists and have no knowledge about the Product details. Thus when you take this role, you are in-charge of cross-functional teams while completing projects, but would never be actually involved in the Business Decisions which take place in any of the major functional groups, i.e Engineering, Marketing and HR. I would like to stress this point once again, as this is very important. In a Matrix organization, it is the Functional Group Managers ( i.e Tech, Marketing etc), who make the decisions ( which are implemented by the Project Manager in their various Projects), and these Functional Managers ultimately are the ones to progress to the Executive levels, by taking the Product Manager-External Track.
My views may not be applicable to a Software-only based Company where the boundary between a Project Manager and a Product Manager may not even exist.