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Startup: You’re riding a horse.Large company: You control the front left leg of a horse. You have just learned the horse has also a back right leg, which you knew nothing about until very recently. Tail wagging is controlled by a committee. There was a memo on the direction where the horse is heading, but you’re not quite sure who was supposed to cascade that memo to you.No, seriously - the biggest difference is in the number of meetings. Big corp - there’s lots and lots of meetings. And then there’s some more. If you actually want to get some work done - you have to schedule it in your calendar, otherwise it ain’t gonna happen. But you have got to be really slick how you go about it. Split that time in smaller chunks, as everybody knows that large 4–5h “busy” blocks in the calendar usually mean DND time, and before you know it you’ll kiss that time goodbye too.Ok, now seriously seriously.Startup is 90% product, 10% management. Large corp is 10% product, 90% management. As a PM, you’re expected to thrive in completely different areas:Startup - scrappy, moves & builds momentum fast, ruthlessly prioritize.Large corp - manage everyone’s expectations, generate shared reality, provide broader context to your team(s).The key differentiation is also in how you manage the roadmap - its visibility, and the way a project gets on the roadmap.In a big company, you’re expected to have at least 9–12 months of clear roadmap visibility. This is essential, due to mutual dependency and overall constellation w/ other teams and divisions.In a startup, having an epic (a project, whatever) on the 6-month roadmap is usually a one-liner, e.g. “we want to do X”. That doesn’t fly in a big corp; mid-term roadmap projects are usually scoped, designed, reviewed with engineering, and estimated to a relatively high level of confidence. You are effectively building the support for a project - product marketing and other dept’s are acquainted with them on a very high level, and executives and senior leaders need to know about them and be aligned with your project. You’re equally concerned with making sure you deliver stuff, as you are with putting things into proper constellation 6 months from now. That basically means you’ll work on projects that may, or may not get close to execution. That’s something a startup can’t afford to do, and usually doesn’t.It’s like driving a sports car vs. driving a truck - you want to make a sharp left turn? Not so easy; you have to plan well ahead. Essentially, you’re compensating agility for the firepower.Another key facet of the different roadmap approach is the fact that a big corp has plenty of resources for which you’re competing with other projects/teams. A startup is by default very scarce with resources, hence putting a project on the roadmap comes with a completely different set of constraints. Every major decision could have serious consequences on growth, acquisition and/or revenue, which you might not have the opportunity to mitigate later on. In a big company, you’re usually concerned with getting a buy-in from various stakeholders on why is X such a great opportunity, vs. other valid opportunities a same team could be pursuing.Or, let me put it like this:Startup: You’re entering a maze. You have one bullet in your Glock 17 handgun. You hit a target, you get another bullet. BAM, hit that one too, here’s another bullet. And so on.Corp: There are four shooters in front of the maze, each holding an empty HK416 with grenade launcher and red dot sight. Their team leader is holding three mags ready to distribute to shooters he believes have the best chance of getting to the level boss.And that’s basically the core difference between being a PM in a startup and a PM in a large tech company.… oh, did I mention meetings?

A lot of this question will depend on the seniority level of the role. Considering that there are a variety of Product Manager roles at Microsoft, each with their own specializations.Since Microsoft is a tech giant, the roles will be even more nuanced than many other companies. That being said, here are some of the main responsibilities you’ll see in the product management role:Roadmapping → Programmatically building it out so customers can easily obtain delight of the product that is being worked on.Analyze raw and sorted data to drive and create strategic projects.Develop customer empathy in order to understand the problems they face, and subsequently to create solutions.Identify, prioritize, and document work that other departments need to carry out in order to hit timelines.Tackle complex problems that are perplexing users, colleagues, or all of the above.Work with code, and translate this into solutions and delight for customers.Again, it is important to consider that you will be working largely with software, so there will be a strong focus on understanding the tools that are used by Microsoft, and (obviously) the tools that they create.As other answers on this thread mention, much of the role will involve marketing and market research as well.That is because Program Managers are considered main stakeholders for product development, so you as a Product Manager will be working alongside them much of the time.

From a cursory look it is quite solid and earns a thumbs-up. Sure, it was not a revolutionary one. But then when an economy is growing the fastest, you don't necessarily have to upset the applecart. Unlike 1991, our backs are not against the wall. More importantly, it is a 5-day test game. You don't necessarily slog like Rohit Sharma every ball.Our expectations on Modi is like what we had on Sachin in late 1990s. We try to nitpick on what could have been done. That weight of expectations crushed Sachin until he had other team members who grew to share his weight. One man cannot do everything. Let other team members [state CMs, bureaucrats, common people] also take responsibility in growth.No sixes below, but a bunch of a solid cover drives.Setting up the social security netWe have a very poor social net. We don't have a good social security scheme. This budget makes some baby steps here. Until now, most of the government's allocation of money was on subsidy. It subsidized fertilizers, electricity and other things in hopes of getting the poor to benefit. Unfortunately the poor don't really benefit. Thus, the government is pushing more on DBT (Direct Benefit Transfer) that directly puts money in recipient's pockets. This transition will both reduce corruption as well as have the right people get the benefit. Benefits for senior citizens in Budget 2015Gold deposit schemeIndia is importing a massive amount of unnecessary gold. That weakens the rupee, wastes our money when we should be spending that on productive investments. The reason we put it on gold is because we worry about inflation. Government now brought a game changer here that would enable Indians to invest in gold without India importing a lot of gold. Gold deposit scheme re-imaginedCleaning up the corporate taxThe way in which our corporate tax is setup, the rates are high, but so are all the different exemptions. A small corporation will not find all those loophole exemptions while big corporations will. You are robbing the poor and aiding the rich. Instead, simplify the rules by cutting the exemptions and at the same time reduce the rates. The small business owner can enjoy the simpler tax filing and lower tax rates. Let entrepreneurs flourish. Big corporations both win and lose. No big deal. India Inc cheers corporate tax cut, simpler rulesPush EntrepreneurshipBudget is drastically reducing the number of permissions and approvals needed to setup many businesses. Budget 2015: Start-ups like SETU, unlike online ad tax. The new initiative of MUDRA bank is also expected to enable entrepreneurs access loans through microfinancing. MUDRA to regulate, refinance all micro-finance institutions - The Economic TimesBringing the Goods and Service Tax (GST)India is the world's worst place to do business. One reason is the complexity. There are a variety of taxes that is so confusing for an entrepreneur. For years, central government has been trying to simplify the tax structure by bringing a single GST. This will replace all the myriad sales and service taxes across India. One India. One Tax. This year, Modi has a much more concrete roadmap to implement this.More infrastructureA lot of new investment on setting up smart cities vision of manifesto. Budget 2015: Digital India, smart cities projects catch the eye of IT companies - The Economic Times - An extension of previous year's goals. Then there are mega power plants, plenty of new roads worth Rs.70,000 crores ($11 billion).National Skills MissionWe need a massive plan to train India for modern economy. The budget makes baby steps in setting the NSM. As an initial project there is an allocation to train rural youth for jobs. Budget 2015: National Skills Mission to consolidate initiatives of different ministries and Centre to launch National Skills Mission There will also be 5 new AIIMS.Plans to reduce Black MoneyThe rules are getting simplified and at the same time the penalties for tax cheating is significantly increased. Both of these would help cut the increase in tax evasion.Overall, it is stronger push from last year and improving on the right things done in the past. With lower taxes, simpler rules, lower deficit and higher investment, there is a solid budget.More reading:6 big ideas from India's budgetIn India’s Budget, Modi Strikes a BalanceWhat India's budget means for its raging stock rally20 key features of Union Budget 2015Opinion: Jaitley's Budget Futuristic, Business Friendly - NDTV