Help transform your business and innovate like the world's top tech companies!
In INSPIRED, product thought leader Marty Cagan revealed the best practices and techniques used by the top product teams operating in the product model. Next, EMPOWERED shared the best practices and techniques used by the top product leaders to provide their teams with the kind of environment they need to thrive in the product model.
Yet, the most common question after reading INSPIRED and EMPOWERED has been: "Yes, we want to work this way, but the way we work today is so different, and so deeply ingrained, is it even possible for a company like ours to transform to the product model?"
TRANSFORMED was written to bridge the gap between where most companies are right now and where they need to be. The leaders of these companies know they must transform to compete in an era of rapidly changing enabling technology, but most of them have never operated this way before.
TRANSFORMED has three big goals:
- First, the book will educate you with a deep understanding of the product operating model, and what it means to work that way.
- Second, the book will convince you with detailed case studies of successful transformations, that while difficult, it is absolutely possible for you to transform your company to the product operating model.
- Third, the book will inspire you with truly impressive case studies of product innovation, showing what you too will be capable of doing once you successfully transform.
TRANSFORMED is written for those driving change, including the senior company leaders—starting with the CEO—as well as the senior executives and stakeholders who need to collaborate with the product teams, the product leaders, the members of the product teams, and all those who either support or depend on these product teams.
Written by best-selling author Marty Cagan and his partners at the Silicon Valley Product Group, TRANSFORMED is filled with real-world examples and proven, practical advice from their decades of experience helping companies move to the product operating model.
Table of Contents:
Part I Introduction 1
Chapter 1 Who Is This Book For? 3
Chapter 2 What Is a Product Operating Model? 6
What Is a Product? 8
Chapter 3 Why Transform? 10
Chapter 4 A Typical Transformation 13
Chapter 5 The Role of the CEO 18
Chapter 6 A Guide to TRANSFORMED 21
Tough Love for Product Leaders 23
Part II Transformation Defined 25
Chapter 7 Changing How You Build 31
A Note About Agile and Agile Coaches 33
Chapter 8 Changing How You Solve Problems 35
Outcome- Based Roadmaps 41
Chapter 9 Changing How You Decide Which Problems to Solve 42
The One Right Way? 47
Part III Product Model Competencies 49
Chapter 10 Product Managers 55
Direct Access 58
What About Domain Expertise? 61
Chapter 11 Product Designers 63
Chapter 12 Tech Leads 66
Chapter 13 Product Leaders 69
Product Ops 75
The Impact of AI on Product Teams 77
Chapter 14 Innovation Story: Almosafer 78
Part IV Product Model Concepts 83
Chapter 15 Product Teams 87
Principle: Empowered with Problems to Solve 87
Product Leaders and Empowered Teams 89
Principle: Outcomes over Output 89
Principle: Sense of Ownership 90
Principle: Collaboration 91
Chapter 16 Product Strategy 94
Principle: Focus 94
The Power of an Inspiring Product Vision 95
Principle: Powered by Insights 96
Principle: Transparency 97
Principle: Placing Bets 98
Chapter 17 Product Discovery 99
Principle: Minimize Waste 99
Principle: Assess Product Risks 100
Assessing Ethical Risk 101
Principle: Embrace Rapid Experimentation 101
Principle: Test Ideas Responsibly 103
Chapter 18 Product Delivery 104
Principle: Small, Frequent, Uncoupled Releases 105
High-Integrity Commitments 108
Principle: Instrumentation 109
Principle: Monitoring 110
Principle: Deployment Infrastructure 110
Managing Technical Debt 112
Chapter 19 Product Culture 114
Principle: Principles over Process 115
Continuous Process Improvement 116
Principle: Trust over Control 116
Principle: Innovation over Predictability 117
From Projects to Products 117
Principle: Learning over Failure 120
Chapter 20 Innovation Story: Carmax 121
Part V Transformation Story: Trainline 127
Part VI the Product Model in Action 139
Chapter 21 Partnering with Customers 141
Chapter 22 Partnering with Sales 147
Chapter 23 Partnering with Product Marketing 150
Chapter 24 Partnering with Finance 155
Chapter 25 Partnering with Stakeholders 159
Chapter 26 Partnering with Executives 163
Chapter 27 Innovation Story: Gympass 168
Part VII Transformation Story: Datasite 173
Part VIII Transformation Techniques 185
Chapter 28 Transformation Outcome 187
Chapter 29 Transformation Assessment 189
Innovation Theatre 201
Chapter 30 Transformation Tactics— Competencies 203
Chapter 31 Transformation Tactics— Concepts 209
Chapter 32 Transformation Tactics— Adoption 221
Chapter 33 Transformation Evangelism 227
Transformation Setbacks 230
Chapter 34 Transformation Help 232
Product Coach: Gabrielle Bufrem 238
Product Coach: Hope Gurion 240
Product Coach: Margaret Hollendoner 242
Product Coach: Stacey Langer 245
Product Coach: Dr. Marily Nika 247
Product Coach: Phyl Terry 249
Product Coach: Petra Wille 251
Chapter 35 Innovation Story: Datasite 253
Part IX Transformation Story: Adobe 257
Part X Overcoming Objections 271
Chapter 36 Objections from Customers 273
Chapter 37 Objections from Sales 278
Chapter 38 Objections from the CEO and Board 283
Chapter 39 Objections from Line of Business 288
Chapter 40 Objections from Customer Success 293
Chapter 41 Objections from Marketing 296
Chapter 42 Objections from Finance 299
Chapter 43 Objections from HR/People Ops 304
Chapter 44 Objections from the CIO 307
Chapter 45 Objections from the PMO 309
Chapter 46 Objections from Inside Product 312
Chapter 47 Innovation Story: Kaiser Permanente 322
Part XI Conclusion 327
Chapter 48 Keys to Successful Transformation 329
But What Can I Do? 334
Chapter 49 Innovation Story: Trainline 336
Learning More 341
Acknowledgments 343
About the Authors 345
