How To Manage a Product Transformation Project

For the fun of it - the next time a big consultancy gives a big presentation to your organization, pitching a POM - ask them how they recommend managing this transformation.

And see if what they describe looks more like a Project or a Product.

For example - Will they measure vanity metrics or product metrics?

It just goes to show how tempting these vanity metrics are.

How hard it is to talk about the real WHY (especially when the WHY is because a big consultancy firm sold us on it…)

How frightening it is to look at the actual outcomes of our initiatives.

Here’s the thing -

As change agents driving a product operating model, we are asking people to start being accountable for outcomes. To avoid specifying a book of work and share the purpose, be open to a conversation where we look at the efficacy of delivering what they asked for.

We should show some leadership by example.

Here’s our initiative.

Here’s the outcome we believe it will achieve.

Here are the leading indicators we will track along the way.

Here are our “kill criteria” for it.

If we can use a product operating model to develop our product operating model, we stand a chance of actually getting the organization to use it.

Both because it will be fit for purpose and because we will have a great case study to share.

Check out the Product-oriented Portfolio Agility Trail Map for deeper insights on how to leverage product orientation to improve product orientation.