Transcription: Faster-whisper base.en, English
Transcript
[00:00:00] The idea in adopting a product operating model is to take this flipped pyramid, which is the
[00:00:07] feature factory. The agile theater, a lot of organizations are stuck in because when they’ve
[00:00:14] implemented agile originally, there was a limit to how big of a change that organization was
[00:00:21] willing to take. Even getting to the point that they are a feature factory was a big enough change
[00:00:27] for these organizations. You could argue that they’re not really agile, they’re not really following
[00:00:34] agile to the leader and the agile principles, but pragmatically for a lot of these organizations
[00:00:40] they can’t really invest in being agile again. So the product operating model has become this
[00:00:48] new opportunity that is showing us the north star of what means to be a really
[00:00:58] product-oriented agile organization. So it’s a useful push for the typical product or technology
[00:01:05] organization in the right direction. It’s a push towards being really focused on end-to-end flow
[00:01:14] and feedback, being aligned around outcomes, being organized around outcomes, in teams that are
[00:01:23] empowered to deliver those outcomes, both from a structural perspective as well as a responsibility
[00:01:29] perspective as well as a mindset of you own the goal and you can experiment where we leverage
[00:01:35] speed and empiricism to deliver value and see if we’re delivering value and adjust course
[00:01:43] weekly rather than be stuck with fixed scope of features where we energize product people
[00:01:52] to own outcomes. We energize their teams to own outcomes and figure out what to deliver. It brings
[00:01:59] back the creativity, the mastery, the connection to the purpose that really energizes people in this
[00:02:06] space and it emphasizes the sort of leadership that we really need in this environment.
[00:02:14] There’s this whole conversation around founder mode versus manager mode. It’s a mix, right? We want
[00:02:24] the founder mode pointing to the north star and owning outcomes and providing feedback to teams
[00:02:30] around the outcomes that they’re focused on, but we also want to empower teams. We don’t want
[00:02:36] the founders that micromanage, that doesn’t scale. We want to create a reality where those
[00:02:45] founders create a scalable setup. They enable their organization to work on the right things.
[00:02:53] And we understand that all of this setup is something that will need to continue to develop
[00:03:01] itself. The whole way we work should be considered a product in and of itself because we need to
[00:03:07] continue to find unit as organization scales as we learn things and it is a journey.