Insights Topic
Your organization is a product. Apply continuous discovery, feedback loops, and iterative design to your operating model.
Your operating model is not a static blueprint; it is a living product. Below, I explore how to design internal capabilities using product thinking and scale changes evolutionarily.
Start here · Cornerstone read
Treating internal capabilities, transformation initiatives, and the organization itself with the same discipline that great product teams apply to their products.
Read the full articleInsights Database
Browse the complete archive of articles and case studies related to developing your company like a product.
Why I pivoted from Scaling with Agility to Scaling AI from Activity to Impact. Agility is the "Powered by Intel" inside the AI-Native organization, and the lessons from scaling it are what turn AI ambition into impact.
A mandated AI tool gets token adoption: people use it, do a demo, and go through the motions. Treat the change as a product, find the people with an unavoidable project, and check activation and churn before you roll it out to everybody.
AI initiatives die in the proof-of-concept stage when run as fixed-scope projects. Clemens Adolphs and I unpack why AI work needs real product discovery.
Adopting AI, Agile, or OKRs out of FOMO usually ends in JOMO. Five questions that tie any initiative to your most expensive problems first.
Cross-org initiatives are strategic bets, and project management keeps failing them. What product-oriented ownership looks like instead.
Every tech wave has a cart-before-the-horse phase. What product-led AI looks like instead: start with customer outcomes and explore problems before solutions.
A practical fable for running business initiatives as evidence-based bets using a right-to-left Think/Build/Ship/Tweak flow.
The next frontier for agility is the company itself, not just delivery teams: lost innovation, slow time-to-market, and leadership bottlenecks.
I decided to pause my membership in the PST program. I still believe in the heart of Scrum and Flow.
Scattering AI initiatives without finding your bottleneck wastes effort. A Theory of Constraints lens helps you aim GenAI at the right problem first.
Internal tool adoption stalls for the same reason products fail: nobody understood the user. What IT and Ops leaders can borrow from product management.
How to decide when and where agile methods are worth the overhead, and when a simpler approach beats a formal framework.
GenAI is a classic VUCA challenge: high uncertainty, fast-moving, multi-disciplinary. How to steer AI investments without drowning in the hype.
Most meetings fail for lack of clear purpose, preparation, and a way to decide. How to design meetings people actually want to attend.
The PMF survey asks how you would feel if the product went away. Ask it internally and you learn how fit for purpose your ways of working really are.
AARRR (Acquisition, Activation, Retention, Referral, Revenue) applied to change: treat agile adoption as a product and measure it with the same rigor.
Jason Fried, Dharmesh Shah, and other founders on treating the organization as a product: discovered and improved with the same discipline as what you sell.