PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
2020...
UNPRECEDENTED
|
INTRODUCTION
|
3
We are still seeing the
effects of COVID-19,
civil unrest and political
turmoil in all corners of
our society. But how
have these changes
affected us as product
leaders, managers and
marketers? That is one
of the key areas—along
with our regular research
on salaries, activities and
obstacles—we explore in
this year’s annual survey.
to the thousands of people who responded to this year’s
survey and the hundreds who agreed to further interviews.
Your continued passion for all things product inspires
us every year, particularly as we release our
20
th
annual
product management and product marketing survey.
Thank you...
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
Proles of
Respondents to
This Year’s Survey
AgeGender
Location, location,
location
This year, we had respondents from
6 continents and 43 U.S. states.
|
RESPONDENT DEMOGRAPHICS
7
%
7
%
29
%
23
%
33
%
UNDER 30
30-39
40-49
50-59
60 or OVER
82
%
11
%
5
%
1
%
1
%
•
MALE — 58%
•
FEMALE — 41%
•
NON-BINARY — 1%
AMERICAS
EUROPE
ASIA
OCEANIA
AFRICA
United States
of America
Colorado ...................... 5%
Minnesota .................... 5%
Pennsylvania ............... 5%
Arizona ......................... 4%
Illinois ........................... 4%
New York ...................... 4%
Florida .......................... 3%
Virginia ......................... 3%
Washington .................. 3%
Wisco nsin .................... 3%
Michigan ...................... 2%
New Jersey .................. 2%
Ohio .............................. 2%
Oregon ......................... 2%
North Carolina ............. 2%
Utah .............................. 2%
Alabama ....................... 1%
Connecticut ................. 1%
Delaware ...................... 1%
Indiana ......................... 1%
Kansas ......................... 1%
Maryland ...................... 1%
Missouri ....................... 1%
Nebraska ..................... 1%
New Hampshire ........... 1%
Rhode Island ................ 1%
South Carolina ............. 1%
Tennessee ................... 1%
Idaho ......................... 0.4%
Maine ........................ 0.4%
Oklahoma ................. 0.4%
Iowa...........................0.3%
New Mexico ..............0.3%
South Dakota ............ 0.3%
West Virginia ............0.3%
District of Columbia ..0.1%
Louisiana ...................0.1%
Mississippi .................0.1%
13%
California
9%
Georgia
8%
Texas
7%
Massachusetts
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5
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
All Through
the Years
|
RESPONDENT DEMOGRAPHICS
We asked respondents
both the number of
years they’ve been in
the profession and
the number of years
they’ve been in their
current role.
|
7
While the average years in the profession did not shift greatly year-over-year, the average time in
the current role—
3.23 years—did. This is nearly a full year longer than we have seen over the past 20
years. This is most likely indicative of the limited number of individuals who elected to voluntarily shift
jobs during the unknowns of the pandemic. It is also a sign that the product profession will likely
experience high job migration rates this year, similar to those being experienced in other industries.
Years in the profession
30
%
23
%
18
%
12
%
17
%
0 – 4
5 – 9
10 – 14
15 – 19
20 or MORE
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
Paths to
Product
|
RESPONDENT DEMOGRAPHICS
One of the things we most enjoy hearing about from our
respondents is what path they took to their product role.
The answers are as diverse as the respondents.
Education
•
Doctorate degree – 4%
•
Master’s degree – 41%
•
Some master’s (degree not completed) – 7%
•
Bachelor’s degree – 40%
•
Associate degree – 3%
•
Some college (degree not completed) – 4%
•
High school – 1%
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9
Other roles held in
their career
• Account Manager
• UX
• Customer Success
• Business Analyst
• Project Manager
• Technical Support
• Technical Writer
Number of professional
certications
15
%
61
%
23
%
69
%
41
%
22
%
13
%
32
%
21
%
3
%
25
%
20
%
33
%
0
Product Owner
Technical/Development
Product Marketing Manager
Outside Consultant
Trainer/Educator
Sales
Marketing Communications
Other (see below)
Product Manager
1 – 3
4 – 6
7 or MORE
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
|
THE EFFECTS OF THE UNEXPECTED
The unexpected events of 2020 (COVID-19, natural disasters, civil
unrest and political turmoil) affected all of us on a personal level. Here,
we explore their effects on our products and our companies.
The Best
Laid Plans
How well did our January
product roadmaps and plans
hold up?
•
Held up completely – 9%
•
Held up moderately well – 61%
•
Complete rework – 25%
•
Not applicable – 5%
Where the shifts
occurred
Whether positive or negative, the
following activities were those most
affected by the unexpected events
of 2020.
Feel like you’ve been in more meetings since
the pandemic began? You have. There has
been a 30% increase in time spent in weekly
meetings vs. our last survey period
55
%
32
%
50
%
28
%
42
%
34
%
Re-prioritization of key features
Change in which marketing strategies
were most valuable
Change in which marketing channels
were most valuable
Adjustments to preferred market
research/customer feedback methods
Emergence of new target markets
Change in the target market’s demand
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11
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
|
THE EFFECTS OF THE UNEXPECTED
Effect on
Organizational
Growth
The growth trajectory
of the organizations our
respondents work at
were directly impacted
by the events of 2020.
High
growth
Medium
growth
Low
growth
Negative
growth
Flat
year-over-year
n
Going into 2020
n
At the end of 2020
20
%
27
%
37
%
45
%
27
%
20
%
7
%
3
%
9
%
5
%
-7
%
+7
%
+3
%
+4
%
-9
%
Effect on Department Growth
The bad news—departments and budgets shrank overall in 2020.
Size of department now vs. January 2020
The good news—52% of respondents stated that
there are currently openings within their department,
with nearly 20% saying they have ve or more current
open positions (that’s over 730 open positions).
Larger
27
%
Same
39
%
Smaller
34
%
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13
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
|
THE EFFECTS OF THE UNEXPECTED
Lasting
change?
Of all the changes
that occurred, which
do our respondents
expect to last?
Change in which marketing
strategies were most valuable
37
%
Change in the target
market’s demand
41
%
Re-prioritization of
key features
39
%
|
15
Change in which marketing
channels were most valuable
28
%
When we asked what they
hope (vs. expected) to have a
lasting change, the number
one answer was emergence
of new target markets.
?
Adjustments to preferred
market research/customer
feedback methods
23
%
Emergence of new
target markets
21
%
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
|
THE EFFECTS OF THE UNEXPECTED
2020-2021
Bold Wins
&
Missed
Opportunities
(what we should have done, or done sooner)
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17
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
Free Offers
Respondents cited the successful use of free
trials and discounts to land new customers
and secure existing customers as a bold win.
Bold Wins
“ Provided NEW CAPABILITIES at
no cost and new capabilities for
extended free trial.”
“ OFFER FREE TAKE-OUT MODULE for a couple of months.
Many of the free modules have converted to paying modules.”
“ Offered a
FREE TRIAL OF OUR PRODUCT (add-on feature) to
our global customer base, which helped drive awareness
and conversions.”
|
19
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18
“ Potential discounting/FREE
TRIAL for those impacted by
COVID pandemic.”
“ Aggressively change pricing strategy in favor of a land-and-
expand model.”
Missed Opportunities
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
Bold Wins
Partnerships
COVID affected every industry. Those who
navigated successfully often cited the fact
they didn’t go it alone as the reason.
“ Shifted to partner channel strategy
as a method to SCALE RAPIDLY.”
“ A PIVOT TOWARD PARTNERSHIPS over in-house for items
that aren’t clear differentiators.”
“
TECHNOLOGY PARTNERSHIP with small, but rapidly
growing, hardware maker.”
|
21
“ Worked with strategic partners
to help organizations move to
WORK-FROM-HOME, securely.”
Missed Opportunities
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
Bold Wins
Prioritization
“ IMPROVED PRIORITIZATION—
reducing what we are focused
on in order to drive speed.”
“ Maintained commitment to ONE MAJOR PROJECT on our
beginning roadmap—used remaining capacity to be responsive.”
“ Adjusted resources to
PRIORITIZE WHAT OUR MARKET
INDICATED
was now most important in the new landscape.”
Ruthless prioritization is often the difference
between success and failure. This is only
amplied in a time of crisis.
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23
Missed Opportunities
“ KILLED projects.”
“ Sunset a product line that was not picking up
and focus the strategy.”
“Let go of what’s not working.”
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
Bold Wins
Internal
Investment
One of the most varied areas of response was
around whether organizations increased or
decreased internal investments, and the areas
they focused on.
“Put PEOPLE BEFORE PROFIT.”
“ Able to FILL A COUPLE NEEDED POSITIONS in PM even
though company was on a hire freeze.”
“
CREATED MORE PROCESS around product management.”
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25
Missed Opportunities
“ INVESTED MORE
in development.”
“ Should have started hiring sooner to get good candidates
that were laid off elsewhere.”
“ Took for granted how much information was communicated
in halls/drop-bys.”
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
Bold Wins
Market
Focus
For some, COVID represented an opportunity
to pivot to large, untapped markets. But
the speed at which a company could pivot
was key.
“ New vertical markets for
ESSENTIAL JOBS.”
“ OFFERING NEW PRODUCTS and services aligned with a
suddenly sanitized and touchless world.”
“ Focused on new markets that were less affected by events.
DOUBLED DOWN ON SOME MARKETS forced into digital
transition by events.”
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27
Missed Opportunities
“ Market/revenue
DIVERSIFICATION.”
“ We saw a surge in demand for certain nancing options
that was not foreseen. We should have done a better job
anticipating the impact.”
“ New features to support target audience now having to
work from home.”
PRAGMATIC INSTITUTE
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2021 ANNUAL SURVEY
Bold Wins
Sales &
Marketing
Success in sales and marketing focused
on two areas: a strong focus on existing
customers and a smooth transition to
digital events.
“ Turned to 100% CLIENT
RETENTION FOCUS, nothing
new and shiny.”
“ SHIFTED BUDGETS from travel and tradeshows to
content and online ad spend.”
“ Shift the messaging from ‘look at us’ to
‘HERE’S HOW
WE’RE CONTRIBUTING’.”
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29
Missed Opportunities
“ Focus on RETENTION
and LOYALTY.”
“Stayed closer to each client and redirected marketing strategies.”
“Monitor how users’ buying changed.”
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
A Look at
Product
Teams Today
Department sizes ranged from one to 51, with an average size of 16.
|
PRODUCT TEAMS
For the rst time, the majority
of respondents—57%—
stated that product is its own
department, reporting to itself
or directly to the CEO.
A seat at
the table
|
31
Where do departments
report up?
How organizations measure
the success of product teams
Product teams are increasingly being measured on the
items closest to the company’s bottom line—on-time
releases that deliver revenue and satisfy customers.
33
%
12
%
15
%
28
%
3
%
64
%
22
%
10
%
12
%
44
%
0
%
16
%
2
%
27
%
1
%
30
%
12
%
16
%
8
%
Product Marketing
Product SalesMarketing
Customer Satisfaction or NPS Scores
Sales
Market Share
Development or Engineering/CIO/Technology
Competitive PositioningDirectly to the President/CEO/Managing Director
Number of Bugs Reported/Rework RequiredSupport
Lead PipelineServices or Training
Launch/Release Dates Are Hit
Other
Unknown or We Don’t Measure
Other
Product Management
Number of Releases in a Year
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
Revenue & sources
|
PRODUCT TEAMS
2
%
9
%
4
%
24
%
14
%
16
%
21
%
8
%
2
%
Less Than $1 Million
$1 Million – $10 Million
> $10 Million – $50 Million
> $50 Million – $100 Million
> $100 Million – $1 Billion
> $1 Billion – $10 Billion
> $10 Billion – $100 Billion
Over $100 Billion
We Do Not Currently Generate Revenue
The
Companies
Served
Industry
Primarily
B2C
About equally
B2B and B2C
80
%
8
%
12
%
7
%
3
%
1
%
14
%
15
%
28
%
1
%
13
%
3
%
8
%
3
%
1
%
3
%
Agriculture and Food
Services
Construction
Education and
Educational Services
Financial Services
and Insurance
Healthcare
Manufacturing
Professional, Scientic
and Technical Services
Real Estate
Retail
Utilities
Wholesale
Direct-to-Consumers/
Households
Other
Primarily
B2B
Software Hardware
Hosted or
Cloud Services
Professional
Services or
Consulting
Types of products offered
80
%
27
%
52
%
55
%
49
%
18
%
18
%
15
%
Primary source of revenue
|
33
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
|
PRODUCT TEAM ROLES
The Roles Of Product Team
Members Today
Role
54
%
35
%
13
%
INDIVIDUAL CONTRIBUTOR
DEPARTMENT HEAD
EXECUTIVE
Number of direct reports
•
1–5: 68%
•
6–10: 24%
•
11–15: 5%
•
16–20: 2%
•
21–25: 0%
•
More than 25: 1%
|
35
|
30
68
%
1
%
18
%
1
%
5
%
4
%
3
%
6 – 10
11 – 20
21 – 30
31 – 40
41 – 50
More than 50
5 or Less
Number of products
managed or worked on
9
The average respondent
works on or manages
nine products.
PRAGMATIC INSTITUTE
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2021 ANNUAL SURVEY
members believe they should spend 53% of their time on strategic
activities, according to this survey. But only
8% of respondents
were able to focus at this level. Over half reported a gap of
25+
percentage points from their strategic goal.
Product team...
|
PRODUCT TEAM ROLES
|
37
Discovering new market opportunities for their organization
is an under-served activity, no matter who owns it. 69%
reported spending zero hours a month interviewing potential
customers, 66% spent zero hours on win/loss analysis
with evaluators, and 39% reported zero hours interviewing
customers. If we’re not nding the new opportunities, where
will they come from, and will they be market-driven?
PRAGMATIC INSTITUTE
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2021 ANNUAL SURVEY
Who Owns What?
Understanding market problems
Performing win/loss analysis
Articulating distinctive competencies
Market denition, market sizing and segmentation
Dening product distribution strategy
Managing product portfolios
Creating and updating the business plan
Setting and maintaining pricing
Making buy, build or partner decisions
Tracking product protability
Performing technology assessment
Performing competitive analysis
Maintaining the roadmap
Managing innovation
Writing product requirements
Dening user personas
Dening use scenarios
Monitoring product milestones
Creating wireframes
Driving user testing
PRODUCT MARKETING
PRODUCT MANAGEMENT
34
%
36
%
13
%
16
%
29
%
7
%
23
%
14
%
13
%
48
%
33
%
22
%
6
%
5
%
60
%
BUSINESS
TECHNICAL
83
%
25
%
51
%
29
%
19
%
19
%
63
%
18
%
40
%
40
%
33
%
85
%
66
%
57
%
28
%
58
%
43
%
89
%
86
%
78
%
79
%
37
%
29
%
29
%
59
%
|
PRODUCT TEAM ROLES
|
39
19
12
7
hours articulating and
prioritizing product
requirements
hours planning and
communicating your
roadmap
hours analyzing
market segments
Time Spent Each Month On Key Activities
(Both product management and product marketing)
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
|
PRODUCT TEAM ROLES
Who Owns What?
Dening marketing plans
Measuring the ROI of marketing programs
Building customer retention plans
Launch planning
Buyer personas
Success stories
Thought leadership
Lead generation
Customer’s buying process
Driving user testing
Providing sales channel training
Creating customer-facing sales collateral
Creating internal sales tools
Creating presentations and demos
Going on sales calls
Stang seminar and trade show events
Answering sales questions
35
%
40
%
34
%
58
%
29
%
22
%
48
%
12
%
7
%
8
%
16
%
53
%
15
%
26
%
34
%
6
%
23
%
69
%
44
%
38
%
29
%
84
%
70
%
63
%
72
%
47
%
72
%
61
%
77
%
80
%
83
%
33
%
50
%
47
%
PRODUCT MARKETING
PRODUCT MANAGEMENT
GO-TO-MARKET
SALES READINESS
Time Spent Each Month On Other Activities
27
6
6
hours managing
email
hours creating sales
collateral
hours in launch
preparation
(Both product management and product marketing)
|
41
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
SPOTLIGHT: THE
EVOLUTION
OF PRODUCT
MARKETING
|
PRODUCT MARKETING FOCUS
we’ve witnessed (and—we hope—partially helped
shape) a dramatic evolution of the role of
product marketing. It is no longer overlooked
but seen as a key strategic player and leader in
many of today’s companies. And nowhere is that
truer than in high-growth organizations.
Over the last 7 years...
10
years in
product marketing
vs. 13.4 general population
58
%
master’s degree
or higher
vs. 52% general population
3
years in current
marketing role
vs. 3.76 general population
8
products
managed
vs. 11.7 or other product marketers
Prole of a
Product Marketing
Manager
in
High-Growth
Revenue Orgs
|
43
PRAGMATIC INSTITUTE
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2021 ANNUAL SURVEY
THERE
ARE:
For Every 1
Product Marketing
Professional in the
Organization
|
PRODUCT MARKETING FOCUS
2
product
managers
2
marketing
communications
people
of product marketers at
high-growth companies
reside in the marketing
department; just
9% have
product marketing as a
separate group.
Average
department size is 13.
23
sales
people
4
sales
engineers
marketing
communications
people
48
%
|
45
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
|
PRODUCT MARKETING FOCUS
32% of product marketers
set and maintain pricing
and packaging—this is
more than double what we
saw just 5 years ago.
Key Responsibilities
of Product Marketing at
High-Growth Companies
Understanding
customer’s buying
process
86%
Buyer
personas
86%
Thought
leadership
86%
Dening user
personas
70%
Ownership of these activities are 10+ pts higher
in
high-growth companies than others:
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47
Where They Are Spending Their Time
Sales enablement vs. marcom support
We’ve noted a shift in the primary focus of product marketing from marketing communications support to
sales enablement. This shift is more notable within high-growth organizations.
This shift has also culminated in a fairly notable shift in compensation. Those primarily focused on product
marketing reported total compensation packages
13% higher than those in product management. This was
across all company growth rates.
Comparison to Non
High-Growth Orgs
Hours per
Month
ActivitIes
Interviewing customers 5.37 17%
Analyzing market segments 9.52 7%
Objective investment analysis of potential market opportunities 8.3 13%
Researching and documenting the buying process 8 12%
Dening plans and budgets for selling products to new customers 4.46
-13%
Dening plans and budgets for ensuring customer loyalty 3.63 -16%
Measuring and tuning product marketing plans to ensure alignment of corporate goals 13.88 68%
Ensuring all departments are prepared for external product launch 9.42 31%
Identifying customer referrals and references 2.38
-5%
Creating sales collateral 21.17 90%
Creating sales tools for your sales channel 11.88 66%
Creating or delivering sales channel training programs 4.46 15%
Producing standard product presentations and demo scripts 8.21 32%
PRAGMATIC INSTITUTE
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2021 ANNUAL SURVEY
Partners
For
Success
companies are those that have discovered
how to leverage and combine the power of
data, design and product. How does your
company compare to the industry averages
in these key partnerships?
The most innovative...
|
THE DATA, DESIGN AND PRODUCT INTERSECTION
|
49
PRODUCT
DATADESIGN
PRAGMATIC INSTITUTE
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2021 ANNUAL SURVEY
SPOTLIGHT: DATA
& PRODUCT
|
PRODUCT AND DATA
The importance of being data-driven is clearly felt by our respondents: when asked how necessary it will
be for product teams to be trained in data-driven decision making in the next three years,
54% said it would
be an important differentiator, while
39% believe it will be mandatory to be hired or retain their position.
While
92% of total respondents agreed or strongly agreed when asked to rate themselves on the statement
“I am data-driven in my approach to work,” they also acknowledged the struggles they face to be data-
driven. Chief among them were concerns around data living in multiple systems (making it hard to draw
conclusions) and the desire to be data-driven but lacking access to the data they need, leading to a lack of
condence in predictions being made (23%, 23% and 17% respectively).
Only 25% of respondents said
that big data has changed the
way they perform their role
to date. But the impact of it
on their futures was weighing
heavy on their minds.
Data as a differentiator was also something they
were thinking about at the product level. We asked
respondents how their companies compare to the
competition in terms of the use of big data.
40
%
32
%
16
%
12
%
Competitors are about equal to us
Competitors are behind us
I have no idea
Competitors are ahead of us
|
51
is a powerful tool to add to
strategic discussions, but 10%
of respondents feel that even
having that data fails to convince
stakeholders. Attempting to
get that data from dedicated
teams can also be a struggle,
with 10% of respondents feeling
that the responses they get
back from their data teams
don’t answer the questions
they attempted to ask.
Data...
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
So, where is being data-driven most
powerful for today’s product teams?
We asked respondents to select three
activities that would benet most from
a data-driven approach. The responses
clearly favor strategic thinking and
positioning in the market:
Market problems
12
%
Product roadmap
10
%
Business plan
5
%
Pricing
8
%
Win/loss
5
%
|
PRODUCT AND DATA
|
53
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
SPOTLIGHT: DESIGN
& PRODUCT
|
PRODUCT AND DESIGN
90% of our annual survey respondents have a visual
interface to their product. With
44% of respondents
actively collaborating with a design resource through-
out the design process and
38% providing feedback
on design iterations someone else generates, that
interface is clearly a collaborative effort between
product and design resources.
•
I actively collaborate with a design resource
throughout the process – 44%
•
I am uninvolved with the design – 7%
•
I create the design myself – 4%
•
I provide feedback on design iterations
someone else generates – 38%
•
I provide requirements but am not otherwise
involved in the design – 7%
|
55
is vital but not without its struggles. When we asked product managers what challenges they
personally faced around design,
15% faced challenges making the transition from problem to
be solved (the what) with execution of a solution (the how);
14% felt a misalignment with their
design teams on what the customer really needed out of a solution; while
13% struggled in
clearly dening what responsibilities were owned by which role.
While many respondents talked about partnering
with designers, there were still questions about
responsibilities and roles.
29% of product managers
stated that they owned creating wireframes, and
37%
stated they owned driving user testing.
That collaboration...
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
|
COMPENSATING THESE CRITICAL ROLES
Our annual compensation reports are used by leading rms
and individuals around the world for planning and negotiation.
To continually improve the precision of the data we collect,
we slightly altered the way these questions were asked. This
caused an overall increase in compensation reported. This is
reective of the way the data was collected, not a sizable shift
in compensation within the industry.
PRAGMATIC INSTITUTE
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2021 ANNUAL SURVEY
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Below is a look at the way product roles are compensated
and the key factors affecting pay rates.
United States of America
Salary Bonus
Connecticut
California
Massachusetts
North Carolina
Georgia
Ohio
Illinois
Virginia
Pennsylvania
Michigan
Colorado
Washington
Texas
Oregon
New York
Indiana
Florida
Minnesota
Wisconsin
Utah
Arizona
$174,000
$169,527
$163,831
$156,000
$153,929
$146,000
$145,000
$144,700
$141,875
$140,000
$138,947
$136,757
$135,217
$134,000
$132,500
$130,000
$127,556
$126,875
$121,111
$121,000
$113,333
$16,056
$8,949
$7, 356
$5,107
$8,653
$8,100
$5,481
$6,289
$8,886
$4,167
$9,141
$10,119
$3,055
$9,192
$2,914
$8,700
$7,600
$5,591
$4,333
$5,188
$2,463
U.S.A.
$6,626
$143,291
•
Salary
•
Bonus
Canada
$4,157
$112,847
U.K.
$4,429
$97,906
Germany
$10,615
$106,250
India
$1,654
$53,400
Ireland
$12,278
$131,429
150
140
130
120
110
100
90
80
70
60
50
40
30
20
10
PRAGMATIC INSTITUTE
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2021 ANNUAL SURVEY
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COMPENSATING THESE CRITICAL ROLES
Key Factors Affecting
Compensation
Gender
Males earn an
average of 13% more
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Main Area
of Focus
The wider the areas of
responsibility, the higher
the compensation
$15k
Education
Those with a Master’s
earn $15k higher than
the average, while the
highest bonuses went to
those with Doctorates
$146,879
Creating and executing go-to-market strategies
for products (working with sales and marketing,
channel support, etc.)
$129,500
Deciding what should go in products (gathering
requirements from the market, prioritizing, working
with development, etc.)
$153,464
Each of the above about equally
PRAGMATIC INSTITUTE
|
2021 ANNUAL SURVEY
Practical, actionable training
that delivers immediate impact.
That’s Pragmatic Institute.
BUILD
Align product and development teams
to build remarkable products.
DATA
Harness the power of data to impact
business decisions and accelerate growth.
FOUNDATIONS
Implement a proven, practical
blueprint for being market driven.
MARKET
Focus your team on the marketing
strategies that deliver results.
FOCUS
Use market data to identify and
present the right product strategies.
LAUNCH
Elevate your team’s product
and marketing launches.
DESIGN
Create intuitive product experiences
that exceed user expectations.
PRICE
Set the right price for each
product in each market.
Pragmatic Institute is the
transformational
partner for
today’s businesses, providing
immediate impact through
actionable and practical training.
We focus on building expertise
and collaboration within and
across data, design and product
teams. This allows organizations
to accelerate innovation, grow
revenue, improve customer
satisfaction and drive success.
Our courses are taught by industry
experts with decades of hands-
on experience, and include a
complete ecosystem of training,
resources and community. This
focus on dynamic instruction and
continued learning has delivered
impactful education to over
200,000 alumni worldwide.
But we don’t just do training—we
provide proven methodologies,
adaptable resources, battle-
tested strategies and world-class
support. In fact, thousands of
companies around the world—
from startups to Fortune 500—
rely on our models to drive
their business and power their
strategies.
If you’re ready to empower your
teams to create truly innovative
solutions for your market, visit
PragmaticInstitute.com or call
480-515-1411.
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