Genuine question. Has anyone been part of some product transformation process where the org attempts to get everyone to embrace modern product management principles? Did it work?
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- Sr. Management was fully on board and made themselves accountable for the success
- It was a very open process
- We focused on clear problems to address not simply a "transformation"
- people understood WHY the changes were being made & bought in the process.
It was a pleasure working with this company. They were committed to positive change. There were a few smaller political struggles, but overall, the fact it was very open with clear accountability and full support across the org, meant that the changes were accepted.
I was involved as a design consultant in two initiatives like this. It wasn't effective in either case. The specific reasons were different in each, but these initiatives don't work as idealized future-state "culture change" processes. Culture is emergent over time based on historical interactions.
Yes, covid created existential threat for a company I was working with at the time.
Previous services model meant ‘r&d’ was outsourced.
Created alignment around a
compounding consolidation model, allowing us to model second order effects across org systems for demonstrating value chain quickly.
Yes, I've driven such change at a couple companies over my career. Mixed results, mostly driven by how much leadership actually walked the walk rather than just talked the talk.
Currently in the process of doing this. I have my doubts that you can retrofit a product based operating model to an existing business but am approaching it with an open mind and would be more than happy to be proven wrong.
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Based on that we started tackling the problems and areas where change was needed.
After ~16 months I did another assessment to see where we were. Lots of positive change and good outcomes.
- Sr. Management was fully on board and made themselves accountable for the success
- It was a very open process
- We focused on clear problems to address not simply a "transformation"
- people understood WHY the changes were being made & bought in the process.
That's not always the case.
Previous services model meant ‘r&d’ was outsourced.
Created alignment around a
compounding consolidation model, allowing us to model second order effects across org systems for demonstrating value chain quickly.