The State of B2B Product Management 2026/2027

From product decisions to business results: what’s working in B2B? Share your experience and help us understand how product teams contribute to business success.

Inside the survey

We're exploring the connection between how product teams operate and the results they achieve. From understanding customers to measuring success, the survey asks about the everyday practices behind B2B products.

Business impact

How products perform against their goals, and the commercial and internal challenges standing in the way.

Evidence & priorities

How customer insight, data, vision and strategy shape decisions about what to build next.

Building & launching

How teams collaborate to build products and prepare to bring them to market.

Measuring success

How teams define outcomes, track adoption and learn from what happens after launch.

Alignment & culture

How leadership and functions align, how product roles are understood, and how teams develop and learn.

AI & the profession's future

Where AI helps or hinders your work, its role in your product, and your outlook for the next 12 months.

Whether you're a practitioner, product leader or consultant, we want to hear from you. Bring your own perspective, including the difficult bits. If you're between roles, you can answer about your most recent role.

Take the survey

Explore last year's findings.

Five key findings from last year's State of B2B Product Management report Click to enlarge

425responses

37countries represented

Our previous worldwide survey explored product culture, strategy, discovery, prioritization, the product trio and AI. Explore the interactive report or download the PDF to see what B2B product professionals told us.

By product people.
For product people.

We're Saeed Khan and Jason Knight, independent product consultants based in Toronto and London respectively. We run this research to better understand the profession and share actionable insights with the product community.

Meet Saeed & Jason
Key findings: strategy is sidelined by operational reactivity; leaders and teams are disconnected; discovery is under-prioritized; AI opportunities remain; and optimism about product management is widespread.