Hey Jason, I'm not sure you need to rethink your life choices.
If I'm not mistaken, you're still actively doing product leadership and helping others do it. So I'm inclined to pay attention to your thoughts coming from that recent experience.
Thanks for sharing your perspectives. "It depends" may be overused, but that's because it's true.
I have tried option number three before and it works well to a point. Unfortunately, in larger organizations there are a lot of dependencies, and if those other teams are still working in a project model or an output focused model, then it becomes very challenging where those dependencies exist. Also, if the broader organization is project or output driven (especially in large organizations), the team is still subject to the corporate templates of deliverable dates, status updates, etc. Thought on how to tackle this?
Amen! It depends, and I like your open approach to the context and legacy a company has. My take is that the approach should primarily be focused on the PEOPLE. The whiteboards and PPTs will never win if you dont have a motivated, engaged and aligned bunch of actual PEOPLE doing this transformation. And if leadership approach is another "strategy implementation throw over the fence - please catch", then you fail. Get close to and support the Golden Team and nail it before you scale it....
If it makes you feel any better, you and Marty are both wrong :D
Product management isn't the answer to everything. It's a terrible approach to organisational design and change management (partly because it has no concept of change slipping back, it assumes that all change sticks and that's not change happens in orgs). The good news is that there is a large and long-standing body of knowledge about change management and lots of organisational design experts who know a lot more about this stuff than product managers.
Hey Jason, I'm not sure you need to rethink your life choices.
If I'm not mistaken, you're still actively doing product leadership and helping others do it. So I'm inclined to pay attention to your thoughts coming from that recent experience.
Thanks for sharing your perspectives. "It depends" may be overused, but that's because it's true.
I have tried option number three before and it works well to a point. Unfortunately, in larger organizations there are a lot of dependencies, and if those other teams are still working in a project model or an output focused model, then it becomes very challenging where those dependencies exist. Also, if the broader organization is project or output driven (especially in large organizations), the team is still subject to the corporate templates of deliverable dates, status updates, etc. Thought on how to tackle this?
Amen! It depends, and I like your open approach to the context and legacy a company has. My take is that the approach should primarily be focused on the PEOPLE. The whiteboards and PPTs will never win if you dont have a motivated, engaged and aligned bunch of actual PEOPLE doing this transformation. And if leadership approach is another "strategy implementation throw over the fence - please catch", then you fail. Get close to and support the Golden Team and nail it before you scale it....
If it makes you feel any better, you and Marty are both wrong :D
Product management isn't the answer to everything. It's a terrible approach to organisational design and change management (partly because it has no concept of change slipping back, it assumes that all change sticks and that's not change happens in orgs). The good news is that there is a large and long-standing body of knowledge about change management and lots of organisational design experts who know a lot more about this stuff than product managers.