Tried and true Product Organization Evolutions

I’ve been talking to a lot of clients who are curious about the concept of moving from projects to product. The promise of moving to product cannot be understated - it typically drives 30% more efficiency internally, creates 4x more customer satisfaction among users, and outpaces competition in the marketplace. Yet the idea of investing in this transformation, and the process to get there, are rarely easy.

Once executives are aligned on the transition to a product-first organization, here’s a pathway to get started. 

1. Identify the right team to experiment with the move. This team should operate seamlessly across functions, possess a strong appetite for learning, and feel empowered to make mistakes as part of their growth. Their existing high functionality fosters a sense of psychological safety, enabling them to explore and candidly evaluate what works and what doesn't. Key Learning: I've encountered situations where such emotional safety was lacking within teams, and the transformation either failed or was ineffective in its results. Indeed, attempting significant change within a team lacking chemistry could jeopardize the success of your broader transformation efforts.

1. Invest in comprehensive training. Even the most talented individuals require foundational knowledge - understanding core language and operational principles - before delving into the process. I can assist in selecting appropriate courses from networks like the Scaled Agile Framework or SCRUM Alliance. Additionally, crafting tailored training materials based on resources such as "Projects to Product" and complementary LEAN-Agile materials can prove invaluable. Key Learning: I’ve tried this transformation on a team that had disparate investments in their education and it created misalignment in key roles (e.g. a Scrum Master and a Product Owner).

1. Embrace experimentation as practical knowledge building. With this designated team leading the charge towards a product-oriented approach, treat each operational event and progress report as an opportunity for learning, rather than solely focusing on rapid output. Imperfection should be embraced, and as a leader, it's crucial to provide the necessary space for such experimentation.

1. Coach that team. Engage an agile coach or a fractional transformation leader, or both, to support the team as they navigate the intricacies of transitioning to a more product-centric organization. While many high-performing teams can adapt independently, the magnitude of such a transformation may prove overwhelming, leading to friction. An external voice guiding them throughout the process can prove invaluable. Key Learning: I have tried transformations without a coach - and the team starts looking everywhere for answers. Why not let that phone a friend resource be in a product coach you trust?