Transformed: Moving to the Product Operating Model

Arrived in time and perfect conditions.

An excellent resource for anyone working in product management or business transformation. The concepts are explained in a practical way, with real-world insights that make them easy to apply. It helped me think differently about strategy, operations, and scaling product teams. Highly recommended for both product leaders and aspiring PMs.

This is a disappointing sequel to the two former books in the series. Transforming is perhaps the hardest part to get right if one wants to work in a Product operating model, yet this book only serves a few shallow "transformation cases" and equally shallow advice that most smart people can figure out themselves anyways. The first third of this book is pure repetition, I almost stopped reading. Eventually there's some new stuff but given that it is not detailed or in depth enough, I'd guess that most will find themselves struggle in the transformation process and this book won't help a lot.

Just amazing !! A bit high priced but its fine. A treat to read matty for sure !!

I've just finished this book and I guess you can call me a convert. As I was reading it, I kept thinking, 'Get out of my head, Marty Cagan.' I found it particularly refreshing that this book stresses that the model is conceptual and that there is no one right way to do it. In a world of credentials, consulting, play books and magic bullets promising 'you too can be agile if you follow this particular recipe' this book offers no recipe. Just hard truths, suggested tactics and great examples of companies who have converted to the product operating model and done so successfully. Three seemingly simple things on which to focus that the book then spends several chapters delving into at depth from all angles to help illustrate transformation: --Changing how you build --Changing how you solve problems --Changing how you decide which problems to solve Cagan goes through everything from partnering with the various organizations within your business to transformation tactics, assessment and (key for large organizations), overcoming objections from various stakeholders. This is a great book and great starter for all things product operational model. And the best part? ALWAYS with the customer in mind. Of particular interest to me was Cagan's discussion of 'High Integrity Commitments'-basically mandatory dates by which things must be delivered. Feature factory companies are used to doing this with project plans and stakeholders making commitments that are then handed to feature teams. Not so in this model. Here, we have the team as an active participant in the date setting process, with the attendant opportunity cost of allowing them the runway to commit. And they don't commit if they don't have this runway. This will be a major adjustment for most organizations, but a welcome one for high performing teams who are hungry to solve real customer problems. I was going to stop here, but next up will be 'Empowered' to take the deep dive into culture and how to help coach and drive the transformation.