Product management in an evolving organisation - a personal perspective

I wrote this article when I came back from maternity this summer and paused to post; I guess we are not always transparent on the journeys we go through in product. Following some recent sessions with my product tribe I realised how important it is that we do share our learnings - the good and the challenging - to ensure we learn from each other.  

Disclaimer: All views expressed in this article are my own and do not represent the opinions of any entity with which I have been, am now, or will be affiliated. 

Intro

On reading Transformed by Marty Cagan I felt inspired (excuse the pun) to write about my experience of moving to the product operating model. This article will hopefully offer support and encouragement for those going through the same journey.  

As a product leader who has worked through organisations navigating the transition from traditional project management to the product operating model, I have encountered a host of challenges that test not only my skills but also my resilience and patience. Here is a glimpse into what I have learned, pulling out some of the highs and the lows. 

Fear of Change: The Elephant in the Room   

Fear of change is a constant companion in this journey. Despite everyone acknowledging the need for change, the comfort of the familiar often outweighs the desire to venture into the unknown. This can manifest in subtle resistance and sometimes over scepticism, even among those who understand the benefits. The critical difference here is whether you have full backing from the companies leadership - it can make or break this evolution.

So how can you minimise the fear? Prioritise open communication, highlight the long-term benefits of the product operating model, and make sure to celebrate every small win. But it is not just about this, I think as a product person going through transformative change you need to be approachable and listen to the people around you, providing reassurances to ease their fears and build a more receptive environment. This is key as no area is an island and if you need to move at pace, it will take cross business support to do so.  

A key learning for me here is that to get things moving in the right direction and at pace you need to face into those behaviours that you know will not drive the outcomes needed - do not leave them just to maintain harmony, this will cause bigger problems downstream. Be brave and address these behaviours head-on, even if it disrupts the status quo.   

The Power of Inspiration   

I am lucky enough to take it as a given that from the top down we were empowered and supported to make this transition. However, even with this fact inspiring the organisation is the toughest challenge. It is not just about implementing new processes; it is about getting people to believe in a new way of working. Some may always question the value, but it is vital to start with those who are determined and enthusiastic.   

We focused on identifying and empowering champions within the team who lead by example and influenced others. We did our best to celebrate every success, learn openly from failures, and foster a culture of innovation and resilience, this is essential to gradually win over the sceptics.  

Getting Everyone on Board   

Gaining buy-in from other departments is critical to this transition, but it is a continuous effort (a couple of weeks of bad communication can set you back months). Even when there is initial enthusiasm, sustaining support requires ongoing demonstration of the value the product operating model brings.   

Setting up a clear framework for engaging with stakeholders from different departments, sharing successes together, and being transparent about challenges is key. Collaborative sessions and continuous engagement help build a sense of shared purpose and ensure that everyone feels involved and valued. It is very unlikely you will have everyone onboard initially or even a good while into the transition – that is okay, it is natural, people like to remember the ‘good old days.’   

Do not let the minority undermine you and your team, I have faced moments where I could see confidence and ability knocked, even though we collectively believed in the direction we were heading it was tough to keep pushing forward. It is essential to stay firm and confident in both the approach and the outcomes the transformation is driving towards, despite the challenges. When together you get it right the effort is worth it, and the majority will always see that.  

Breaking Down Silos   

One of the biggest challenges is avoiding isolation within the Product team. Even if we are delivering value at that moment, working in a vacuum is not sustainable. We need support, insights and feedback from across the organisation to truly succeed.   

To combat this, we built cross-functional ways of working that always include members from various departments. This not only enriches the product but also fosters a culture of collaboration. It is essential that Product is not working in isolation but is part of a larger, integrated effort. 

People also need to feel like you are dependable, try hard to not offer unrealistic delivery dates. Transparency is key. Open dialogue about feasibility using confidence-measured predictions - such as stating we have a 70% confidence level that we will meet X and deliver Y - helps manage expectations and build trust.   

The Tough Shift: From Projects to Products   

Shifting from a project management approach to the product operating model is like changing the direction of a moving train. Projects have clear endpoints, while products are perpetual and ever evolving. This fundamental shift in mindset is challenging for everyone involved, it is important to keep pushing forward but remember a bit of kindness and understanding of how difficult this is for people goes a long way.  

In my experience, the tendency is to start too big. The aim should be to release small parts of the overarching product, BUT with a team who are mostly new to this way of working, the sheer size of the overarching product can be overwhelming, making it hard to focus on manageable chunks. Looking back, I would make sure to emphasise more the importance of smaller, incremental releases and maintain a clear focus on this to support the team from feeling overwhelmed by the size of the challenge, alongside the transformation to a new way of working.  

Another key learning is to ensure you have the capability and willingness to learn across the teams - not everybody wants to go on this journey. If someone is not interested in learning and is not suited for their role, it can put pressure on others. In retrospect I would have faced into this sooner rather than later, it is so important to keep up team morale and effectiveness. Ultimately the teams are the backbone of the transformation - this cannot be forgotten.

The Importance of Connecting with Customers   

One critical aspect that often gets overlooked during the transition to the product operating model is the necessity of connecting directly with your customers - and doing so regularly. There is a common misconception among those accustomed to a traditional model that customer insights can be adequately gathered from customer-facing roles like customer operations, sales, or customer success. While these roles provide valuable perspectives, they cannot replace your direct interaction with customers.   

Understanding your customers’ problems requires direct conversations and relationships. How many people can you truly understand without talking and relating to them? This is a significant hurdle to cross as there is often a misunderstanding of its importance.  

In my experience, there is always some initial pushback here when it is new to an organisation. However, the effort and push to set this up is worth it. As with everything we have talked about so far, maintaining this behaviour requires continuous effort. Making sure your team are supported and empowered to get regular customer interactions is critical and often deprioritised. My teams have been phenomenal at pushing this, and it shines through in their customer understanding.   

The Unseen Effort of Product

Product needs continuous effort from associates to leaders. It is often a role that goes unacknowledged as much of the work happens behind the scenes. In my experience it is hard to do this job well if you do not love it. The passion for creating value and driving impactful change needs to be the fuel that keeps you going.  

Last thoughts   

Transitioning to the product operating model is a complex and demanding process and a 100% a team sport! Each lesson learned strengthens our approach, enhances collaboration, and makes the journey as rewarding as the destination.  I am lucky enough to have experienced this transformation working with incredible squads of Product, Design and Engineering who have kept up the drive to tackle fears, shift mindsets, build cross-departmental buy-in, break down silos, and strive to inspire the organisation as a whole.   

On a final personal note, this has been a continuous challenge, I have at times made mistakes and needed more courage, but each step has brought valuable lessons. It is a challenging journey, but one that holds immense potential for creating lasting value and driving meaningful change. I can now honestly say the effort is well worth the prize!   

Remember, "Embrace change and keep moving forward. The technology landscape will never stop evolving, and neither should we." 

– Satya Nadella