We often romanticize the Product Manager as the “CEO of the product”—a generalist who does everything from strategy and user research to backlog grooming and stakeholder wrangling. But is that model becoming obsolete?\n\nI’ve been noticing more conversations around a trend I’m calling the “Great Unbundling” of the PM role. As companies scale and products become more complex, we’re seeing the rise of hyper-specialized roles: Growth PMs, AI PMs, Platform PMs, Data PMs. Each takes a slice of the traditional PM pie, allowing for deeper expertise in a specific domain.\n\nOn one hand, this makes a ton of sense. You get deeper focus and mastery, which should lead to better outcomes. On the other hand, it risks creating silos and diluting the single, unified vision that a great generalist PM provides.\n\nAs responsibilities fragment, the need for a single source of truth to maintain alignment becomes more critical than ever. Centralizing and synthesizing user feedback is the connective tissue for a specialized product org. It ensures that no matter how specialized the roles get, everyone is still building from the same user-centric foundation, a challenge we’re passionate about solving at https://leera.io.\n\nThis isn’t just a semantic shift; it’s a fundamental change in how we structure product teams and build careers.\n\nHave you seen this “unbundling” happen in your organization? Is the generalist PM a dying breed, or is this a pendulum that will eventually swing back?