Transformed (inbunden)
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John Wiley & Sons Inc
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Moving to the Product Operating Model

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Inbunden,  Engelska, 2024-02-26
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Help transform your business and innovate like the world's top tech companies! In INSPIRED, product thought leader Marty Cagan revealed the best practices and techniques used by the top product teams operating in the product model. Next, EMPOWERED shared the best practices and techniques used by the top product leaders to provide their teams with the kind of environment they need to thrive in the product model. Yet, the most common question after reading INSPIRED and EMPOWERED has been: "Yes, we want to work this way, but the way we work today is so different, and so deeply ingrained, is it even possible for a company like ours to transform to the product model?" TRANSFORMED was written to bridge the gap between where most companies are right now and where they need to be. The leaders of these companies know they must transform to compete in an era of rapidly changing enabling technology, but most of them have never operated this way before. TRANSFORMED has three big goals: First, the book will educate you with a deep understanding of the product operating model, and what it means to work that way. Second, the book will convince you with detailed case studies of successful transformations, that while difficult, it is absolutely possible for you to transform your company to the product operating model. Third, the book will inspire you with truly impressive case studies of product innovation, showing what you too will be capable of doing once you successfully transform. TRANSFORMED is written for those driving change, including the senior company leadersstarting with the CEOas well as the senior executives and stakeholders who need to collaborate with the product teams, the product leaders, the members of the product teams, and all those who either support or depend on these product teams. Written by best-selling author Marty Cagan and his partners at the Silicon Valley Product Group, TRANSFORMED is filled with real-world examples and proven, practical advice from their decades of experience helping companies move to the product operating model.
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  1. Transformed
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De som köpt den här boken har ofta också köpt Slow Productivity av Cal Newport (häftad).

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Övrig information

This book has been written by the five SVPG product partners. Our belief is that to lead an effective transformation to the product model, it is critical to have personally been there and done that, and to truly know what good looks like. That is why each of our partners has built products for decades, first as a product creator, and then as a product leader, at several of the most successful tech-powered product companies in the world. You can learn more about the individual partners at


Part I Introduction 1 Chapter 1 Who Is This Book For? 3 Chapter 2 What Is a Product Operating Model? 6 What Is a Product? 8 Chapter 3 Why Transform? 10 Chapter 4 A Typical Transformation 13 Chapter 5 The Role of the CEO 18 Chapter 6 A Guide to TRANSFORMED 21 Tough Love for Product Leaders 23 Part II Transformation Defined 25 Chapter 7 Changing How You Build 31 A Note About Agile and Agile Coaches 33 Chapter 8 Changing How You Solve Problems 35 Outcome- Based Roadmaps 41 Chapter 9 Changing How You Decide Which Problems to Solve 42 The One Right Way? 47 Part III Product Model Competencies 49 Chapter 10 Product Managers 55 Direct Access 58 What About Domain Expertise? 61 Chapter 11 Product Designers 63 Chapter 12 Tech Leads 66 Chapter 13 Product Leaders 69 Product Ops 75 The Impact of AI on Product Teams 77 Chapter 14 Innovation Story: Almosafer 78 Part IV Product Model Concepts 83 Chapter 15 Product Teams 87 Principle: Empowered with Problems to Solve 87 Product Leaders and Empowered Teams 89 Principle: Outcomes over Output 89 Principle: Sense of Ownership 90 Principle: Collaboration 91 Chapter 16 Product Strategy 94 Principle: Focus 94 The Power of an Inspiring Product Vision 95 Principle: Powered by Insights 96 Principle: Transparency 97 Principle: Placing Bets 98 Chapter 17 Product Discovery 99 Principle: Minimize Waste 99 Principle: Assess Product Risks 100 Assessing Ethical Risk 101 Principle: Embrace Rapid Experimentation 101 Principle: Test Ideas Responsibly 103 Chapter 18 Product Delivery 104 Principle: Small, Frequent, Uncoupled Releases 105 High-Integrity Commitments 108 Principle: Instrumentation 109 Principle: Monitoring 110 Principle: Deployment Infrastructure 110 Managing Technical Debt 112 Chapter 19 Product Culture 114 Principle: Principles over Process 115 Continuous Process Improvement 116 Principle: Trust over Control 116 Principle: Innovation over Predictability 117 From Projects to Products 117 Principle: Learning over Failure 120 Chapter 20 Innovation Story: Carmax 121 Part V Transformation Story: Trainline 127 Part VI the Product Model in Action 139 Chapter 21 Partnering with Customers 141 Chapter 22 Partnering with Sales 147 Chapter 23 Partnering with Product Marketing 150 Chapter 24 Partnering with Finance 155 Chapter 25 Partnering with Stakeholders 159 Chapter 26 Partnering with Executives 163 Chapter 27 Innovation Story: Gympass 168 Part VII Transformation Story: Datasite 173 Part VIII Transformation Techniques 185 Chapter 28 Transformation Outcome 187 Chapter 29 Transformation Assessment 189 Innovation Theatre 201 Chapter 30 Transformation Tactics Competencies 203 Chapter 31 Transformation Tactics Concepts 209 Chapter 32 Transformation Tactics Adoption 221 Chapter 33 Transformation Evangelism 227 Transformation Setbacks 230 Chapter 34 Transformation Help 232 Product Coach: Gabrielle Bufrem 238 Product Coach: Hope Gurion 240 Product Coach: Margaret Hollendoner 242 Product Coach: Stacey Langer 245 Product Coach: Dr. Marily Nika 247 Product Coach: Phyl Terry 249 Product Coach: Petra Wille 251 Chapter 35 Innovation Story: Datasite 253 Part IX Transformation Story: Adobe 257 Part X Overcoming Objections 271 Chapter 36 Objections from Customers 273 Chapter 37 Objections from Sales 278 Chapter 38 Objections from the CEO and Board 283 Chapter 39 Objections from Line of Business 288 Chapter 40 Objections from Customer Success 293 Chapter 41 Objections from Marketing 296 Chapter 42 Objections from Finance 299 Chapter 43 Objections from HR/People Ops 304 Chapter 44 Objections from the CIO 307 Chapter 45 Objections from the PMO 309 Chapter 46 Objections from Inside Product 312 Chapter 47 Innovation Story: Kaiser Permanente 322 Part XI Conclusion 327 Chapter 48 Keys to Succe