How does your platform and solutions PMMs collaborate with product-focused PMMs?

Think of your PMM team as an interface to the organizations they serve. Your org structure can vary from company to company, but I've often said that messaging, if done right, should be like an API across your organization.

Same goes with your PMM organization. The more you can optimize for information flow between team members, the more "performant" your API will be.

So when thinking about platform solutions PMMs vs product-focused PMMs I go back to the classic vertical vs horizontal services style org chart.

Picture an org chart. Across it are what I'd call your vertical PMMs - the SMES across specific products or audience groups. Directly below them are your horizontal PMMs (think common/shared layers like program management, sales enablement, analyst relations, research and insights).

I'd push for Platform and Solutions to be part of that horizontal stack as it almost always ties back to specific products. On the Google Workspace team for example, I supported the APIs and SDKs across each core product like Drive, Gmail, Docs, Slides, Sheets. And while there was a dedicated, product-focused PMM or team of PMMs across each, my team would regularly interface with them so we could cross-pollinate our storytelling, refactor/remix content so as to be across key messaging moments. Crucially we all reported to the same manager at the top level. That enabled us to be across the same operating cadences and business rhythms in real-time, allowing for efficient information exchange and flow.

Your messaging hierarchy should guide how product, platform, and solution messaging/PMMs fit together.

Platform Messaging: Platform Messaging should serve as a framework in which all product messaging fits. If I have a simple platform, then I encourage PMMs to create a storyline of the uber job-to-be-done, then have messaging pillars, no more than three to four, for each product. If you have more than four products, then group your products together into jobs-to-be-done, then create a messaging pillar for each job-to-be-done.

Product Messaging: Product messaging is a double click into a messaging pillar in your platform messaging. Messaging is usually focused on how it makes an individual's life easier. Ensure that you use a lot of the same language in your platform messaging pillar to ensure a connective thread to you product. Platform PMMs should look over product messaging to ensure the connection is made.

Solution Messaging: Solution messaging is a derivative of platform messaging. The goal is to make the platform messaging relevant for a specific persona, vertical, or use case. Platform and product PMMs should evaluate the messaging based on what's being emphasized in the messaging doc.

This is a common model at enterprise focused companies. . I can share a bit from my experience at Microsoft and Qualtrics 

First- the industry PMM is the subject matter expert on that industry. They know the industry buyers, trends, competitive dynamics, pain points, use cases uniquely well. They are closest to the industry's customers, in-charge of those industry specific advisory boards and case studies, spend more time with industry specific sales teams (assuming there is some specialization there). The entire company needs to recognize this expertise

Second- we built deep collaborative working sessions between industry PMMs and core product PMMs. Goal is for industry PMMs to understand product specific messaging/positioning/value prop/differentiators as well as an in-depth walk through of all messaging assets (pitch decks, demos, web pages etc.) by the PMMs. This would happen over a few sessions. 

These two pieces above- industry expertise and a depth understanding of product messaging- allowed industry PMMs to build the industry specific version of the solution messaging. And also identified the gaps in the solution storytelling (e.g. case studies, solution demos etc.). They would then work with the right teams to fill those gaps.  

We created multiple informal collaboration points between the two teams for proper knowledge transfer, mutual respect and feedback on each other's work. But most importantly - we gave the industry PMMs the full autonomy to own the assets for their audiences.

• Regular catch-ups (1-on-1s): These are important opportunities for specific line-of-business (LOB) / product leads to share top priorities & initiatives with those who operate more cross-functionally across PMM, and vice versa. In addition to 1:1s, these can also be in the form of quarterly roadshows between partnering teams. 
• Regular readouts (1-to-many): Whether its giving visibility into the planned campaign calendar, or sharing recent research, finding a cadence and channel to regularly socialize the work being done across different teams within PMM helps cross-polinate ideas. These readouts serve as springboards to ensure consistency, optimize / expand on existing efforts, while avoiding duplication. 

TL;DR: It's a two-way street. Make a conscious effort to get plugged in. 

For every product launch, consider which solutions/segments to whom it's particularly applicable and invite those counterparts to share input as subject matter experts. 

In a similar vein, PMMs who work more horizontally across product marketing should proactively be plugging themselves into launch & campaign calendars to capitalize on the right opportunities and marketable moments. Challenge teams to be specific about the type(s) of good fit customers so you can tailor use-cases and examples to ensure positioning is even more relevant.