Transformed : Moving to the Product Operating Model / Marty Cagan.

Format:

Book

Author/Creator:

Cagan, Marty, author.

Series:

Silicon Valley Product Group series.

Silicon Valley Product Group Series

Language:

English

Subjects (All):

Organizational change.

Product management.

New products.

Physical Description:

1 online resource (366 pages)

Edition:

First edition.

Place of Publication:

Hoboken, New Jersey : John Wiley & Sons, Inc., [2024]

Summary:

"Help transform your business and innovate like the world's top tech companies! In Inspired, product thought leader Marty Cagan revealed thebest 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"-- Provided by publisher.

Contents:

Cover

Title Page

Copyright Page

Contents

Part I Introduction

Chapter 1 Who Is This Book For?

Chapter 2 What Is a Product Operating Model?

What Is a Product?

Chapter 3 Why Transform?

A Competitive Threat

A Compelling Prize

Frustrated Leaders

Chapter 4 A Typical Transformation

A New Start

Friction and Pushback

Focus on Predictability

Chapter 5 The Role of the CEO

Chapter 6 A Guide to TRANSFORMED

Tough Love for Product Leaders

Part II Transformation Defined

Chapter 7 Changing How You Build

A Note About Agile and Agile Coaches

Chapter 8 Changing How You Solve Problems

Empower Teams with Problems to Solve

Product Discovery

True Collaboration with Stakeholders

Outcome-Based Roadmaps

Chapter 9 Changing How You Decide Which Problems to Solve

Disrupting Product Planning

Disrupting Yourselves Before You're Disrupted

Customer-Centric Product Vision

Insight-Driven Product Strategy

The Role of Product Leadership

The One Right Way?

Part III Product Model Competencies

Chapter 10 Product Managers

Direct Access

What About Domain Expertise?

Chapter 11 Product Designers

How the Product Works

Chapter 12 Tech Leads

Chapter 13 Product Leaders

Management

Coaching

Staffing

Leadership

Product Vision

Team Topology

Product Strategy

Team Objectives

Ongoing Evangelism

Product Ops

The Impact of AI on Product Teams

Chapter 14 Innovation Story: Almosafer

Company Background

The Problem to Solve

Discovering the Solution

The Results

Part IV Product Model Concepts

Chapter 15 Product Teams

Principle: Empowered with Problems to Solve

Product Leaders and Empowered Teams

Principle: Outcomes over Output

Principle: Sense of Ownership

Principle: Collaboration.

Chapter 16 Product Strategy

Principle: Focus

The Power of an Inspiring Product Vision

Principle: Powered by Insights

Principle: Transparency

Principle: Placing Bets

Chapter 17 Product Discovery

Principle: Minimize Waste

Principle: Assess Product Risks

Assessing Ethical Risk

Principle: Embrace Rapid Experimentation

Principle: Test Ideas Responsibly

Chapter 18 Product Delivery

Principle: Small, Frequent, Uncoupled Releases

High-Integrity Commitments

Principle: Instrumentation

Principle: Monitoring

Principle: Deployment Infrastructure

Managing Technical Debt

Chapter 19 Product Culture

Principle: Principles over Process

Continuous Process Improvement

Principle: Trust over Control

Principle: Innovation over Predictability

From Projects to Products

Principle: Learning over Failure

Chapter 20 Innovation Story: Carmax

Part V Transformation Story: Trainline

Part VI The Product Model in Action

Chapter 21 Partnering with Customers

Promises

Product Delivery

Happy, Referenceable Customers and Business Impact

Chapter 22 Partnering with Sales

Chapter 23 Partnering with Product Marketing

Market Understanding and Competitive Analysis

Product Go-to-Market

Key Product Decisions

Customer Discovery Program

Messaging and Positioning

Customer Impact Assessment

Pricing and Packaging

Sales Enablement

Chapter 24 Partnering with Finance

Testing the Product Model

Product and Finance Collaboration

Requests of Finance

Chapter 25 Partnering with Stakeholders

Chapter 26 Partnering with Executives

Decisions

Outcomes

Disagreements

Surprises

Trust

Chapter 27 Innovation Story: Gympass

Company Background.

The Problem to Solve

Part VII Transformation Story: Datasite

Part VIII Transformation Techniques

Chapter 28 Transformation Outcome

Chapter 29 Transformation Assessment

Overview

Be Realistic

Talk to All Levels

Look for Evidence

Look Below the Surface

Be Kind

High-Level Assessment

How Products Are Built and Deployed

How Problems Are Solved

How You Decide Which Problems to Solve

The Detailed Assessment

Product Model Competencies

Product Model Concepts

Innovation Theatre

Chapter 30 Transformation Tactics-Competencies

New Job Definitions

Role Balancing

New Recruiting Practices

Assessments and Coaching Plans

Onboarding Programs

Chapter 31 Transformation Tactics-Concepts

Product Teams

Team Chemistry

Team Durability

Review Team Topology

Dealing with Distributed Teams and Remote Employees

Driving Up Customer Interaction

Discovery Sprints

Hack Days

Create Product Vision

Create Product Strategy

Portfolio Management

Funding Product Teams

Implement Team Objectives

Product Vision or Strategy Sprints

Product Culture

Customer Engagement

Innovation Accounting

Culture Retrospectives

Chapter 32 Transformation Tactics-Adoption

Pilot Teams

Product Model Dimensions

Top Down and Bottom Up

Coaching Stakeholders

Stakeholder Briefings

Managing Existing Commitments

Chapter 33 Transformation Evangelism

The Transformation Plan

Note on Task Ownership

Continuous Evangelism

The Value of Quick Wins

Constantly Beat the Drum

Transformation Setbacks

Chapter 34 Transformation Help

Managers as Coaches

In-House Product Coaches

External Product Coaches.

Delivery Coaches

Discovery Coaches

Product Leadership Coaches

Transformation Coaches

Finding a Product Coach

Product Coach: Gabrielle Bufrem

Path to Product

Journey to Coaching

Product Coach: Hope Gurion

Product Coach: Margaret Hollendoner

Product Coach: Stacey Langer

Product Coach: Dr. Marily Nika

Product Coach: Phyl Terry

Product Coach: Petra Wille

Chapter 35 Innovation Story: Datasite

Part IX Transformation Story: Adobe

Part X Overcoming Objections

Chapter 36 Objections from Customers

Chapter 37 Objections from Sales

Chapter 38 Objections from the CEO and Board

Chapter 39 Objections from Line of Business

Chapter 40 Objections from Customer Success

Chapter 41 Objections from Marketing

Chapter 42 Objections from Finance

Chapter 43 Objections fromHR/People Ops

Chapter 44 Objections from the CIO

Chapter 45 Objections from the PMO

Chapter 46 Objections from Inside Product

Chapter 47 Innovation Story: Kaiser Permanente

Part XI Conclusion

Chapter 48 Keys to Successful Transformation

1. The Role of the CEO

2. The Role of Technology

3. Strong Product Leaders

4. True Product Managers

5. Professional Product Designers

6. Empowered Engineers

7. Insights-Based Product Strategy

8. Stakeholder Collaboration

9. Continuous Evangelization of Outcomes

10. Corporate Courage

But What Can I Do?.

Chapter 49 Innovation Story: Trainline

Learning More

Acknowledgments

About the Authors

EULA.

Notes:

Description based on publisher supplied metadata and other sources.

Description based on print version record.

Includes bibliographical references.

Alternate title from front cover.

ISBN:

9781119697398

1119697395

9781119697404

1119697409

OCLC:

1405846604