Transformed: Moving to the Product Operating Model
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Newark
John Wiley & Sons, Incorporated
2024
|
| Ausgabe: | 1st ed |
| Schriftenreihe: | Silicon Valley Product Group Series
|
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (366 Seiten) |
| ISBN: | 9781119697404 |
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| 264 | 1 | |a Newark |b John Wiley & Sons, Incorporated |c 2024 | |
| 264 | 4 | |c ©2024 | |
| 300 | |a 1 Online-Ressource (366 Seiten) | ||
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| 505 | 8 | |a Cover -- Title Page -- Copyright Page -- Contents -- Part I Introduction -- Chapter 1 Who Is This Book For? -- Chapter 2 What Is a Product Operating Model? -- What Is a Product? -- Chapter 3 Why Transform? -- A Competitive Threat -- A Compelling Prize -- Frustrated Leaders -- Chapter 4 A Typical Transformation -- A New Start -- Friction and Pushback -- Focus on Predictability -- Chapter 5 The Role of the CEO -- Chapter 6 A Guide to TRANSFORMED -- Tough Love for Product Leaders -- Part II Transformation Defined -- Chapter 7 Changing How You Build -- A Note About Agile and Agile Coaches -- Chapter 8 Changing How You Solve Problems -- Empower Teams with Problems to Solve -- Product Discovery -- True Collaboration with Stakeholders -- Outcome-Based Roadmaps -- Chapter 9 Changing How You Decide Which Problems to Solve -- Disrupting Product Planning -- Disrupting Yourselves Before You're Disrupted -- Customer-Centric Product Vision -- Insight-Driven Product Strategy -- The Role of Product Leadership -- The One Right Way? -- Part III Product Model Competencies -- Chapter 10 Product Managers -- Direct Access -- What About Domain Expertise? -- Chapter 11 Product Designers -- How the Product Works -- Product Discovery -- Chapter 12 Tech Leads -- Chapter 13 Product Leaders -- Management -- Coaching -- Staffing -- Leadership -- Product Vision -- Team Topology -- Product Strategy -- Team Objectives -- Ongoing Evangelism -- Product Ops -- The Impact of AI on Product Teams -- Chapter 14 Innovation Story: Almosafer -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part IV Product Model Concepts -- Chapter 15 Product Teams -- Principle: Empowered with Problems to Solve -- Product Leaders and Empowered Teams -- Principle: Outcomes over Output -- Principle: Sense of Ownership -- Principle: Collaboration | |
| 505 | 8 | |a Chapter 16 Product Strategy -- Principle: Focus -- The Power of an Inspiring Product Vision -- Principle: Powered by Insights -- Principle: Transparency -- Principle: Placing Bets -- Chapter 17 Product Discovery -- Principle: Minimize Waste -- Principle: Assess Product Risks -- Assessing Ethical Risk -- Principle: Embrace Rapid Experimentation -- Principle: Test Ideas Responsibly -- Chapter 18 Product Delivery -- Principle: Small, Frequent, Uncoupled Releases -- High-Integrity Commitments -- Principle: Instrumentation -- Principle: Monitoring -- Principle: Deployment Infrastructure -- Managing Technical Debt -- Chapter 19 Product Culture -- Principle: Principles over Process -- Continuous Process Improvement -- Principle: Trust over Control -- Principle: Innovation over Predictability -- From Projects to Products -- Principle: Learning over Failure -- Chapter 20 Innovation Story: Carmax -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part V Transformation Story: Trainline -- Part VI The Product Model in Action -- Chapter 21 Partnering with Customers -- Promises -- Product Discovery -- Product Delivery -- Happy, Referenceable Customers and Business Impact -- Chapter 22 Partnering with Sales -- Chapter 23 Partnering with Product Marketing -- Market Understanding and Competitive Analysis -- Product Go-to-Market -- Key Product Decisions -- Customer Discovery Program -- Messaging and Positioning -- Customer Impact Assessment -- Pricing and Packaging -- Sales Enablement -- Chapter 24 Partnering with Finance -- Testing the Product Model -- Product and Finance Collaboration -- Requests of Finance -- Chapter 25 Partnering with Stakeholders -- Chapter 26 Partnering with Executives -- Decisions -- Outcomes -- Disagreements -- Promises -- Surprises -- Trust -- Chapter 27 Innovation Story: Gympass -- Company Background | |
| 505 | 8 | |a The Problem to Solve -- Discovering the Solution -- The Results -- Part VII Transformation Story: Datasite -- Part VIII Transformation Techniques -- Chapter 28 Transformation Outcome -- Chapter 29 Transformation Assessment -- Overview -- Be Realistic -- Talk to All Levels -- Look for Evidence -- Look Below the Surface -- Be Kind -- High-Level Assessment -- How Products Are Built and Deployed -- How Problems Are Solved -- How You Decide Which Problems to Solve -- The Detailed Assessment -- Product Model Competencies -- Product Model Concepts -- Innovation Theatre -- Chapter 30 Transformation Tactics-Competencies -- Product Model Competencies -- New Job Definitions -- Role Balancing -- New Recruiting Practices -- Assessments and Coaching Plans -- Onboarding Programs -- Chapter 31 Transformation Tactics-Concepts -- Product Teams -- Team Chemistry -- Team Durability -- Review Team Topology -- Dealing with Distributed Teams and Remote Employees -- Product Delivery -- Product Discovery -- Driving Up Customer Interaction -- Discovery Sprints -- Hack Days -- Product Strategy -- Create Product Vision -- Create Product Strategy -- Portfolio Management -- Funding Product Teams -- Implement Team Objectives -- Product Vision or Strategy Sprints -- Product Culture -- Hack Days -- Customer Engagement -- Innovation Accounting -- Culture Retrospectives -- Chapter 32 Transformation Tactics-Adoption -- Pilot Teams -- Product Model Dimensions -- Top Down and Bottom Up -- Coaching Stakeholders -- Stakeholder Briefings -- Managing Existing Commitments -- Chapter 33 Transformation Evangelism -- The Transformation Plan -- Note on Task Ownership -- Continuous Evangelism -- The Value of Quick Wins -- Constantly Beat the Drum -- Transformation Setbacks -- Chapter 34 Transformation Help -- Managers as Coaches -- In-House Product Coaches -- External Product Coaches | |
| 505 | 8 | |a Delivery Coaches -- Discovery Coaches -- Product Leadership Coaches -- Transformation Coaches -- Finding a Product Coach -- Product Coach: Gabrielle Bufrem -- Path to Product -- Journey to Coaching -- Product Coach: Hope Gurion -- Path to Product -- Journey to Coaching -- Product Coach: Margaret Hollendoner -- Path to Product -- Journey to Coaching -- Product Coach: Stacey Langer -- Path to Product -- Journey to Coaching -- Product Coach: Dr. Marily Nika -- Path to Product -- Journey to Coaching -- Product Coach: Phyl Terry -- Path to Product -- Journey to Coaching -- Product Coach: Petra Wille -- Path to Product -- Journey to Coaching -- Chapter 35 Innovation Story: Datasite -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part IX Transformation Story: Adobe -- Part X Overcoming Objections -- Chapter 36 Objections from Customers -- Chapter 37 Objections from Sales -- Chapter 38 Objections from the CEO and Board -- Chapter 39 Objections from Line of Business -- Chapter 40 Objections from Customer Success -- Chapter 41 Objections from Marketing -- Chapter 42 Objections from Finance -- Chapter 43 Objections fromHR/People Ops -- Chapter 44 Objections from the CIO -- Chapter 45 Objections from the PMO -- Chapter 46 Objections from Inside Product -- Chapter 47 Innovation Story: Kaiser Permanente -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part XI Conclusion -- Chapter 48 Keys to Successful Transformation -- 1. The Role of the CEO -- 2. The Role of Technology -- 3. Strong Product Leaders -- 4. True Product Managers -- 5. Professional Product Designers -- 6. Empowered Engineers -- 7. Insights-Based Product Strategy -- 8. Stakeholder Collaboration -- 9. Continuous Evangelization of Outcomes -- 10. Corporate Courage -- But What Can I Do? | |
| 505 | 8 | |a Chapter 49 Innovation Story: Trainline -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Learning More -- Acknowledgments -- About the Authors -- EULA. | |
| 650 | 4 | |a Organizational change | |
| 650 | 4 | |a Product management | |
| 650 | 4 | |a New products | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Cagan, Marty |t Transformed |d Newark : John Wiley & Sons, Incorporated,c2024 |z 9781119697336 |
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| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-035213288 | |
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Datensatz im Suchindex
| _version_ | 1810600620286017536 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Cagan, Marty |
| author_facet | Cagan, Marty |
| author_role | aut |
| author_sort | Cagan, Marty |
| author_variant | m c mc |
| building | Verbundindex |
| bvnumber | BV049873830 |
| collection | ZDB-30-PQE |
| contents | Cover -- Title Page -- Copyright Page -- Contents -- Part I Introduction -- Chapter 1 Who Is This Book For? -- Chapter 2 What Is a Product Operating Model? -- What Is a Product? -- Chapter 3 Why Transform? -- A Competitive Threat -- A Compelling Prize -- Frustrated Leaders -- Chapter 4 A Typical Transformation -- A New Start -- Friction and Pushback -- Focus on Predictability -- Chapter 5 The Role of the CEO -- Chapter 6 A Guide to TRANSFORMED -- Tough Love for Product Leaders -- Part II Transformation Defined -- Chapter 7 Changing How You Build -- A Note About Agile and Agile Coaches -- Chapter 8 Changing How You Solve Problems -- Empower Teams with Problems to Solve -- Product Discovery -- True Collaboration with Stakeholders -- Outcome-Based Roadmaps -- Chapter 9 Changing How You Decide Which Problems to Solve -- Disrupting Product Planning -- Disrupting Yourselves Before You're Disrupted -- Customer-Centric Product Vision -- Insight-Driven Product Strategy -- The Role of Product Leadership -- The One Right Way? -- Part III Product Model Competencies -- Chapter 10 Product Managers -- Direct Access -- What About Domain Expertise? -- Chapter 11 Product Designers -- How the Product Works -- Product Discovery -- Chapter 12 Tech Leads -- Chapter 13 Product Leaders -- Management -- Coaching -- Staffing -- Leadership -- Product Vision -- Team Topology -- Product Strategy -- Team Objectives -- Ongoing Evangelism -- Product Ops -- The Impact of AI on Product Teams -- Chapter 14 Innovation Story: Almosafer -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part IV Product Model Concepts -- Chapter 15 Product Teams -- Principle: Empowered with Problems to Solve -- Product Leaders and Empowered Teams -- Principle: Outcomes over Output -- Principle: Sense of Ownership -- Principle: Collaboration Chapter 16 Product Strategy -- Principle: Focus -- The Power of an Inspiring Product Vision -- Principle: Powered by Insights -- Principle: Transparency -- Principle: Placing Bets -- Chapter 17 Product Discovery -- Principle: Minimize Waste -- Principle: Assess Product Risks -- Assessing Ethical Risk -- Principle: Embrace Rapid Experimentation -- Principle: Test Ideas Responsibly -- Chapter 18 Product Delivery -- Principle: Small, Frequent, Uncoupled Releases -- High-Integrity Commitments -- Principle: Instrumentation -- Principle: Monitoring -- Principle: Deployment Infrastructure -- Managing Technical Debt -- Chapter 19 Product Culture -- Principle: Principles over Process -- Continuous Process Improvement -- Principle: Trust over Control -- Principle: Innovation over Predictability -- From Projects to Products -- Principle: Learning over Failure -- Chapter 20 Innovation Story: Carmax -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part V Transformation Story: Trainline -- Part VI The Product Model in Action -- Chapter 21 Partnering with Customers -- Promises -- Product Discovery -- Product Delivery -- Happy, Referenceable Customers and Business Impact -- Chapter 22 Partnering with Sales -- Chapter 23 Partnering with Product Marketing -- Market Understanding and Competitive Analysis -- Product Go-to-Market -- Key Product Decisions -- Customer Discovery Program -- Messaging and Positioning -- Customer Impact Assessment -- Pricing and Packaging -- Sales Enablement -- Chapter 24 Partnering with Finance -- Testing the Product Model -- Product and Finance Collaboration -- Requests of Finance -- Chapter 25 Partnering with Stakeholders -- Chapter 26 Partnering with Executives -- Decisions -- Outcomes -- Disagreements -- Promises -- Surprises -- Trust -- Chapter 27 Innovation Story: Gympass -- Company Background The Problem to Solve -- Discovering the Solution -- The Results -- Part VII Transformation Story: Datasite -- Part VIII Transformation Techniques -- Chapter 28 Transformation Outcome -- Chapter 29 Transformation Assessment -- Overview -- Be Realistic -- Talk to All Levels -- Look for Evidence -- Look Below the Surface -- Be Kind -- High-Level Assessment -- How Products Are Built and Deployed -- How Problems Are Solved -- How You Decide Which Problems to Solve -- The Detailed Assessment -- Product Model Competencies -- Product Model Concepts -- Innovation Theatre -- Chapter 30 Transformation Tactics-Competencies -- Product Model Competencies -- New Job Definitions -- Role Balancing -- New Recruiting Practices -- Assessments and Coaching Plans -- Onboarding Programs -- Chapter 31 Transformation Tactics-Concepts -- Product Teams -- Team Chemistry -- Team Durability -- Review Team Topology -- Dealing with Distributed Teams and Remote Employees -- Product Delivery -- Product Discovery -- Driving Up Customer Interaction -- Discovery Sprints -- Hack Days -- Product Strategy -- Create Product Vision -- Create Product Strategy -- Portfolio Management -- Funding Product Teams -- Implement Team Objectives -- Product Vision or Strategy Sprints -- Product Culture -- Hack Days -- Customer Engagement -- Innovation Accounting -- Culture Retrospectives -- Chapter 32 Transformation Tactics-Adoption -- Pilot Teams -- Product Model Dimensions -- Top Down and Bottom Up -- Coaching Stakeholders -- Stakeholder Briefings -- Managing Existing Commitments -- Chapter 33 Transformation Evangelism -- The Transformation Plan -- Note on Task Ownership -- Continuous Evangelism -- The Value of Quick Wins -- Constantly Beat the Drum -- Transformation Setbacks -- Chapter 34 Transformation Help -- Managers as Coaches -- In-House Product Coaches -- External Product Coaches Delivery Coaches -- Discovery Coaches -- Product Leadership Coaches -- Transformation Coaches -- Finding a Product Coach -- Product Coach: Gabrielle Bufrem -- Path to Product -- Journey to Coaching -- Product Coach: Hope Gurion -- Path to Product -- Journey to Coaching -- Product Coach: Margaret Hollendoner -- Path to Product -- Journey to Coaching -- Product Coach: Stacey Langer -- Path to Product -- Journey to Coaching -- Product Coach: Dr. Marily Nika -- Path to Product -- Journey to Coaching -- Product Coach: Phyl Terry -- Path to Product -- Journey to Coaching -- Product Coach: Petra Wille -- Path to Product -- Journey to Coaching -- Chapter 35 Innovation Story: Datasite -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part IX Transformation Story: Adobe -- Part X Overcoming Objections -- Chapter 36 Objections from Customers -- Chapter 37 Objections from Sales -- Chapter 38 Objections from the CEO and Board -- Chapter 39 Objections from Line of Business -- Chapter 40 Objections from Customer Success -- Chapter 41 Objections from Marketing -- Chapter 42 Objections from Finance -- Chapter 43 Objections fromHR/People Ops -- Chapter 44 Objections from the CIO -- Chapter 45 Objections from the PMO -- Chapter 46 Objections from Inside Product -- Chapter 47 Innovation Story: Kaiser Permanente -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part XI Conclusion -- Chapter 48 Keys to Successful Transformation -- 1. The Role of the CEO -- 2. The Role of Technology -- 3. Strong Product Leaders -- 4. True Product Managers -- 5. Professional Product Designers -- 6. Empowered Engineers -- 7. Insights-Based Product Strategy -- 8. Stakeholder Collaboration -- 9. Continuous Evangelization of Outcomes -- 10. Corporate Courage -- But What Can I Do? Chapter 49 Innovation Story: Trainline -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Learning More -- Acknowledgments -- About the Authors -- EULA. |
| ctrlnum | (ZDB-30-PQE)EBC31202213 (ZDB-30-PAD)EBC31202213 (ZDB-89-EBL)EBL31202213 (OCoLC)1425790464 (DE-599)BVBBV049873830 |
| dewey-full | 658.406 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.406 |
| dewey-search | 658.406 |
| dewey-sort | 3658.406 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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| id | DE-604.BV049873830 |
| illustrated | Not Illustrated |
| indexdate | 2024-09-19T05:21:48Z |
| institution | BVB |
| isbn | 9781119697404 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213288 |
| oclc_num | 1425790464 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (366 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | John Wiley & Sons, Incorporated |
| record_format | marc |
| series2 | Silicon Valley Product Group Series |
| spelling | Cagan, Marty Verfasser aut Transformed Moving to the Product Operating Model 1st ed Newark John Wiley & Sons, Incorporated 2024 ©2024 1 Online-Ressource (366 Seiten) txt rdacontent c rdamedia cr rdacarrier Silicon Valley Product Group Series Description based on publisher supplied metadata and other sources Cover -- Title Page -- Copyright Page -- Contents -- Part I Introduction -- Chapter 1 Who Is This Book For? -- Chapter 2 What Is a Product Operating Model? -- What Is a Product? -- Chapter 3 Why Transform? -- A Competitive Threat -- A Compelling Prize -- Frustrated Leaders -- Chapter 4 A Typical Transformation -- A New Start -- Friction and Pushback -- Focus on Predictability -- Chapter 5 The Role of the CEO -- Chapter 6 A Guide to TRANSFORMED -- Tough Love for Product Leaders -- Part II Transformation Defined -- Chapter 7 Changing How You Build -- A Note About Agile and Agile Coaches -- Chapter 8 Changing How You Solve Problems -- Empower Teams with Problems to Solve -- Product Discovery -- True Collaboration with Stakeholders -- Outcome-Based Roadmaps -- Chapter 9 Changing How You Decide Which Problems to Solve -- Disrupting Product Planning -- Disrupting Yourselves Before You're Disrupted -- Customer-Centric Product Vision -- Insight-Driven Product Strategy -- The Role of Product Leadership -- The One Right Way? -- Part III Product Model Competencies -- Chapter 10 Product Managers -- Direct Access -- What About Domain Expertise? -- Chapter 11 Product Designers -- How the Product Works -- Product Discovery -- Chapter 12 Tech Leads -- Chapter 13 Product Leaders -- Management -- Coaching -- Staffing -- Leadership -- Product Vision -- Team Topology -- Product Strategy -- Team Objectives -- Ongoing Evangelism -- Product Ops -- The Impact of AI on Product Teams -- Chapter 14 Innovation Story: Almosafer -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part IV Product Model Concepts -- Chapter 15 Product Teams -- Principle: Empowered with Problems to Solve -- Product Leaders and Empowered Teams -- Principle: Outcomes over Output -- Principle: Sense of Ownership -- Principle: Collaboration Chapter 16 Product Strategy -- Principle: Focus -- The Power of an Inspiring Product Vision -- Principle: Powered by Insights -- Principle: Transparency -- Principle: Placing Bets -- Chapter 17 Product Discovery -- Principle: Minimize Waste -- Principle: Assess Product Risks -- Assessing Ethical Risk -- Principle: Embrace Rapid Experimentation -- Principle: Test Ideas Responsibly -- Chapter 18 Product Delivery -- Principle: Small, Frequent, Uncoupled Releases -- High-Integrity Commitments -- Principle: Instrumentation -- Principle: Monitoring -- Principle: Deployment Infrastructure -- Managing Technical Debt -- Chapter 19 Product Culture -- Principle: Principles over Process -- Continuous Process Improvement -- Principle: Trust over Control -- Principle: Innovation over Predictability -- From Projects to Products -- Principle: Learning over Failure -- Chapter 20 Innovation Story: Carmax -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part V Transformation Story: Trainline -- Part VI The Product Model in Action -- Chapter 21 Partnering with Customers -- Promises -- Product Discovery -- Product Delivery -- Happy, Referenceable Customers and Business Impact -- Chapter 22 Partnering with Sales -- Chapter 23 Partnering with Product Marketing -- Market Understanding and Competitive Analysis -- Product Go-to-Market -- Key Product Decisions -- Customer Discovery Program -- Messaging and Positioning -- Customer Impact Assessment -- Pricing and Packaging -- Sales Enablement -- Chapter 24 Partnering with Finance -- Testing the Product Model -- Product and Finance Collaboration -- Requests of Finance -- Chapter 25 Partnering with Stakeholders -- Chapter 26 Partnering with Executives -- Decisions -- Outcomes -- Disagreements -- Promises -- Surprises -- Trust -- Chapter 27 Innovation Story: Gympass -- Company Background The Problem to Solve -- Discovering the Solution -- The Results -- Part VII Transformation Story: Datasite -- Part VIII Transformation Techniques -- Chapter 28 Transformation Outcome -- Chapter 29 Transformation Assessment -- Overview -- Be Realistic -- Talk to All Levels -- Look for Evidence -- Look Below the Surface -- Be Kind -- High-Level Assessment -- How Products Are Built and Deployed -- How Problems Are Solved -- How You Decide Which Problems to Solve -- The Detailed Assessment -- Product Model Competencies -- Product Model Concepts -- Innovation Theatre -- Chapter 30 Transformation Tactics-Competencies -- Product Model Competencies -- New Job Definitions -- Role Balancing -- New Recruiting Practices -- Assessments and Coaching Plans -- Onboarding Programs -- Chapter 31 Transformation Tactics-Concepts -- Product Teams -- Team Chemistry -- Team Durability -- Review Team Topology -- Dealing with Distributed Teams and Remote Employees -- Product Delivery -- Product Discovery -- Driving Up Customer Interaction -- Discovery Sprints -- Hack Days -- Product Strategy -- Create Product Vision -- Create Product Strategy -- Portfolio Management -- Funding Product Teams -- Implement Team Objectives -- Product Vision or Strategy Sprints -- Product Culture -- Hack Days -- Customer Engagement -- Innovation Accounting -- Culture Retrospectives -- Chapter 32 Transformation Tactics-Adoption -- Pilot Teams -- Product Model Dimensions -- Top Down and Bottom Up -- Coaching Stakeholders -- Stakeholder Briefings -- Managing Existing Commitments -- Chapter 33 Transformation Evangelism -- The Transformation Plan -- Note on Task Ownership -- Continuous Evangelism -- The Value of Quick Wins -- Constantly Beat the Drum -- Transformation Setbacks -- Chapter 34 Transformation Help -- Managers as Coaches -- In-House Product Coaches -- External Product Coaches Delivery Coaches -- Discovery Coaches -- Product Leadership Coaches -- Transformation Coaches -- Finding a Product Coach -- Product Coach: Gabrielle Bufrem -- Path to Product -- Journey to Coaching -- Product Coach: Hope Gurion -- Path to Product -- Journey to Coaching -- Product Coach: Margaret Hollendoner -- Path to Product -- Journey to Coaching -- Product Coach: Stacey Langer -- Path to Product -- Journey to Coaching -- Product Coach: Dr. Marily Nika -- Path to Product -- Journey to Coaching -- Product Coach: Phyl Terry -- Path to Product -- Journey to Coaching -- Product Coach: Petra Wille -- Path to Product -- Journey to Coaching -- Chapter 35 Innovation Story: Datasite -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part IX Transformation Story: Adobe -- Part X Overcoming Objections -- Chapter 36 Objections from Customers -- Chapter 37 Objections from Sales -- Chapter 38 Objections from the CEO and Board -- Chapter 39 Objections from Line of Business -- Chapter 40 Objections from Customer Success -- Chapter 41 Objections from Marketing -- Chapter 42 Objections from Finance -- Chapter 43 Objections fromHR/People Ops -- Chapter 44 Objections from the CIO -- Chapter 45 Objections from the PMO -- Chapter 46 Objections from Inside Product -- Chapter 47 Innovation Story: Kaiser Permanente -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part XI Conclusion -- Chapter 48 Keys to Successful Transformation -- 1. The Role of the CEO -- 2. The Role of Technology -- 3. Strong Product Leaders -- 4. True Product Managers -- 5. Professional Product Designers -- 6. Empowered Engineers -- 7. Insights-Based Product Strategy -- 8. Stakeholder Collaboration -- 9. Continuous Evangelization of Outcomes -- 10. Corporate Courage -- But What Can I Do? Chapter 49 Innovation Story: Trainline -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Learning More -- Acknowledgments -- About the Authors -- EULA. Organizational change Product management New products Erscheint auch als Druck-Ausgabe Cagan, Marty Transformed Newark : John Wiley & Sons, Incorporated,c2024 9781119697336 |
| spellingShingle | Cagan, Marty Transformed Moving to the Product Operating Model Cover -- Title Page -- Copyright Page -- Contents -- Part I Introduction -- Chapter 1 Who Is This Book For? -- Chapter 2 What Is a Product Operating Model? -- What Is a Product? -- Chapter 3 Why Transform? -- A Competitive Threat -- A Compelling Prize -- Frustrated Leaders -- Chapter 4 A Typical Transformation -- A New Start -- Friction and Pushback -- Focus on Predictability -- Chapter 5 The Role of the CEO -- Chapter 6 A Guide to TRANSFORMED -- Tough Love for Product Leaders -- Part II Transformation Defined -- Chapter 7 Changing How You Build -- A Note About Agile and Agile Coaches -- Chapter 8 Changing How You Solve Problems -- Empower Teams with Problems to Solve -- Product Discovery -- True Collaboration with Stakeholders -- Outcome-Based Roadmaps -- Chapter 9 Changing How You Decide Which Problems to Solve -- Disrupting Product Planning -- Disrupting Yourselves Before You're Disrupted -- Customer-Centric Product Vision -- Insight-Driven Product Strategy -- The Role of Product Leadership -- The One Right Way? -- Part III Product Model Competencies -- Chapter 10 Product Managers -- Direct Access -- What About Domain Expertise? -- Chapter 11 Product Designers -- How the Product Works -- Product Discovery -- Chapter 12 Tech Leads -- Chapter 13 Product Leaders -- Management -- Coaching -- Staffing -- Leadership -- Product Vision -- Team Topology -- Product Strategy -- Team Objectives -- Ongoing Evangelism -- Product Ops -- The Impact of AI on Product Teams -- Chapter 14 Innovation Story: Almosafer -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part IV Product Model Concepts -- Chapter 15 Product Teams -- Principle: Empowered with Problems to Solve -- Product Leaders and Empowered Teams -- Principle: Outcomes over Output -- Principle: Sense of Ownership -- Principle: Collaboration Chapter 16 Product Strategy -- Principle: Focus -- The Power of an Inspiring Product Vision -- Principle: Powered by Insights -- Principle: Transparency -- Principle: Placing Bets -- Chapter 17 Product Discovery -- Principle: Minimize Waste -- Principle: Assess Product Risks -- Assessing Ethical Risk -- Principle: Embrace Rapid Experimentation -- Principle: Test Ideas Responsibly -- Chapter 18 Product Delivery -- Principle: Small, Frequent, Uncoupled Releases -- High-Integrity Commitments -- Principle: Instrumentation -- Principle: Monitoring -- Principle: Deployment Infrastructure -- Managing Technical Debt -- Chapter 19 Product Culture -- Principle: Principles over Process -- Continuous Process Improvement -- Principle: Trust over Control -- Principle: Innovation over Predictability -- From Projects to Products -- Principle: Learning over Failure -- Chapter 20 Innovation Story: Carmax -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part V Transformation Story: Trainline -- Part VI The Product Model in Action -- Chapter 21 Partnering with Customers -- Promises -- Product Discovery -- Product Delivery -- Happy, Referenceable Customers and Business Impact -- Chapter 22 Partnering with Sales -- Chapter 23 Partnering with Product Marketing -- Market Understanding and Competitive Analysis -- Product Go-to-Market -- Key Product Decisions -- Customer Discovery Program -- Messaging and Positioning -- Customer Impact Assessment -- Pricing and Packaging -- Sales Enablement -- Chapter 24 Partnering with Finance -- Testing the Product Model -- Product and Finance Collaboration -- Requests of Finance -- Chapter 25 Partnering with Stakeholders -- Chapter 26 Partnering with Executives -- Decisions -- Outcomes -- Disagreements -- Promises -- Surprises -- Trust -- Chapter 27 Innovation Story: Gympass -- Company Background The Problem to Solve -- Discovering the Solution -- The Results -- Part VII Transformation Story: Datasite -- Part VIII Transformation Techniques -- Chapter 28 Transformation Outcome -- Chapter 29 Transformation Assessment -- Overview -- Be Realistic -- Talk to All Levels -- Look for Evidence -- Look Below the Surface -- Be Kind -- High-Level Assessment -- How Products Are Built and Deployed -- How Problems Are Solved -- How You Decide Which Problems to Solve -- The Detailed Assessment -- Product Model Competencies -- Product Model Concepts -- Innovation Theatre -- Chapter 30 Transformation Tactics-Competencies -- Product Model Competencies -- New Job Definitions -- Role Balancing -- New Recruiting Practices -- Assessments and Coaching Plans -- Onboarding Programs -- Chapter 31 Transformation Tactics-Concepts -- Product Teams -- Team Chemistry -- Team Durability -- Review Team Topology -- Dealing with Distributed Teams and Remote Employees -- Product Delivery -- Product Discovery -- Driving Up Customer Interaction -- Discovery Sprints -- Hack Days -- Product Strategy -- Create Product Vision -- Create Product Strategy -- Portfolio Management -- Funding Product Teams -- Implement Team Objectives -- Product Vision or Strategy Sprints -- Product Culture -- Hack Days -- Customer Engagement -- Innovation Accounting -- Culture Retrospectives -- Chapter 32 Transformation Tactics-Adoption -- Pilot Teams -- Product Model Dimensions -- Top Down and Bottom Up -- Coaching Stakeholders -- Stakeholder Briefings -- Managing Existing Commitments -- Chapter 33 Transformation Evangelism -- The Transformation Plan -- Note on Task Ownership -- Continuous Evangelism -- The Value of Quick Wins -- Constantly Beat the Drum -- Transformation Setbacks -- Chapter 34 Transformation Help -- Managers as Coaches -- In-House Product Coaches -- External Product Coaches Delivery Coaches -- Discovery Coaches -- Product Leadership Coaches -- Transformation Coaches -- Finding a Product Coach -- Product Coach: Gabrielle Bufrem -- Path to Product -- Journey to Coaching -- Product Coach: Hope Gurion -- Path to Product -- Journey to Coaching -- Product Coach: Margaret Hollendoner -- Path to Product -- Journey to Coaching -- Product Coach: Stacey Langer -- Path to Product -- Journey to Coaching -- Product Coach: Dr. Marily Nika -- Path to Product -- Journey to Coaching -- Product Coach: Phyl Terry -- Path to Product -- Journey to Coaching -- Product Coach: Petra Wille -- Path to Product -- Journey to Coaching -- Chapter 35 Innovation Story: Datasite -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part IX Transformation Story: Adobe -- Part X Overcoming Objections -- Chapter 36 Objections from Customers -- Chapter 37 Objections from Sales -- Chapter 38 Objections from the CEO and Board -- Chapter 39 Objections from Line of Business -- Chapter 40 Objections from Customer Success -- Chapter 41 Objections from Marketing -- Chapter 42 Objections from Finance -- Chapter 43 Objections fromHR/People Ops -- Chapter 44 Objections from the CIO -- Chapter 45 Objections from the PMO -- Chapter 46 Objections from Inside Product -- Chapter 47 Innovation Story: Kaiser Permanente -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Part XI Conclusion -- Chapter 48 Keys to Successful Transformation -- 1. The Role of the CEO -- 2. The Role of Technology -- 3. Strong Product Leaders -- 4. True Product Managers -- 5. Professional Product Designers -- 6. Empowered Engineers -- 7. Insights-Based Product Strategy -- 8. Stakeholder Collaboration -- 9. Continuous Evangelization of Outcomes -- 10. Corporate Courage -- But What Can I Do? Chapter 49 Innovation Story: Trainline -- Company Background -- The Problem to Solve -- Discovering the Solution -- The Results -- Learning More -- Acknowledgments -- About the Authors -- EULA. Organizational change Product management New products |
| title | Transformed Moving to the Product Operating Model |
| title_auth | Transformed Moving to the Product Operating Model |
| title_exact_search | Transformed Moving to the Product Operating Model |
| title_full | Transformed Moving to the Product Operating Model |
| title_fullStr | Transformed Moving to the Product Operating Model |
| title_full_unstemmed | Transformed Moving to the Product Operating Model |
| title_short | Transformed |
| title_sort | transformed moving to the product operating model |
| title_sub | Moving to the Product Operating Model |
| topic | Organizational change Product management New products |
| topic_facet | Organizational change Product management New products |
| work_keys_str_mv | AT caganmarty transformedmovingtotheproductoperatingmodel |