This article is inspired by recent conversations I had with Product Leaders about product operating models, how to bring them to life using Product Playbooks, and how to approach developing these Product Playbooks. Vered. A Product playbook is a repository of best practices, processes, and tools that streamline product management. It ensures that products meet …
A CEO asked me last week why I’m using the term Organizational Traction. I got the inspiration from Traction: Get a Grip on Your Business (Gino Wickman’s book introducing EOS – here’s my take on it from a while ago). Here’s how I explained it in the conversation yesterday: Imagine you established a strategic vision. You know where …
I see some practitioners and leaders using these terms interchangeably. I thought I’d take the time to clarify the overlaps and differences, first of all for myself. Product-Led Organization—As opposed to Sales/Engineering/Marketing/Professional Services-led organizations, a Product-Led organization is structured to deliver value through the product. These organizations often have product-oriented leaders at the helm. Some …
“Can we just start with day 2? (Fast forward the WHY/WHAT)” If only I had a dollar for every time I heard this statement in an agile workshop (and was smart enough to invest in NVDA at the time…) Even before we became addicted to short-form content, we never had the patience for the history …
I recently joined Adam Mattis on the “Business Agility Now” podcast for a conversation about scaling agile and product operating models. It’s always a pleasure to chat with Adam about the realities of applying agility at scale and some of the trends I’m seeing in the field. We covered various topics, drawing from our experiences …
Should you focus on mastering organizational traction or on establishing portfolio agility? Let me tell you a secret: In my experience, mastering organization traction involves realizing you have a portfolio of investments you’re managing. So actually the paths converge… The difference is that mastering organizational traction extends beyond the IT/Product world. It intercepts business initiatives …
“Agile is so great we need to use it for EVERYTHING” “Agile is so much overhead, we stopped using it for ANYTHING” Are you also trying to navigate what to do with Agile? Whether it’s worth the overhead? After years of helping a diverse group of organizations figure out where and how to use agile …
Founders know that scaling their company to Unicorn status requires extending beyond a singular focus. Launching a product extension. Complementing your established Go-to-market motion. Entering new markets (Different ICP, Geography, etc. ) Often, companies approach these extensions using the same processes they use for their established Products/Markets. They approach a new product opportunity with unwarranted …
Reader Kevin had this question about Cross-Product Initiative Ownership:“How should we choose an Initiative (or Epic) Owner when multiple parts of the organization will be responsible for delivery?” That is a good question that often comes up in the trenches when I’m helping organizations apply product-oriented agile thinking to cross-organization initiatives. Here’s how I think about …
Does it ever feel like OKRs are too much overhead? Does it make sense that OKRs will only work when “We we will have more people to manage them”? Let’s be honest – OKRs can sometimes feel a bit heavy: If you’re tempted to hire a PMO to manage your OKRs because they’ve become too …