Reviews
“Transformed should be in the hands of every organizational leader evolving their organization in this post-pandemic world. Marty has captured all the impactful aspects of the product operating model and I can wholeheartedly attest based on my own personal journey in both retail and healthcare, this is a key reference guide moving forward.”―PRAT VEMANA, Chief Digital and Product Officer, Target
“Marty has been helping set the standard in Product for years with INSPIRED, EMPOWERED, and his work at SVPG. With Transformed, Marty offers a powerful guide to help companies master the product concepts, overcome the inevitable obstacles of a transformation, and learn from real-world examples of product transformations. This book should be a trusted resource for any company trying to transition to the product model.”―TYLER TUITE, Chief Product Officer, Carmax
“SVPG understands what most executives don’t. In order to achieve organizational transformation, you must experience a personal transformation. This book will show you how to do both.”―BRENDAN WOVCHKO, Chief Technology Officer, Ramsey Solutions
“SVPG has already taught us how the product model empowers all companies to better serve their customers. Transformed now teaches us how to unlock that power in any company despite its industry, product type or past management approach. With this book, we now all have the roadmap needed to transform our businesses into product powerhouses.”―MICHAEL NEWTON, CEO, Qorium; former VP of Product at Nike
“If you’re looking to understand the importance of a product-first approach to business, this book is a must-read. Transformed is an inspirational guide through the product model that speaks directly to the non-product executive.”―MATT BROWN, Chief Financial Officer, Altair Engineering, Inc.
“In an era where technology is the heartbeat of most successful businesses, Transformed stands out as the essential guide for any company navigating the transition to the product operating model. Marty masterfully demystifies the journey, blending hard-won insights with compelling case studies, making it not only a roadmap for transformation but also an inspiration. Having witnessed countless organizations grapple with this very shift, I can confidently say this book is the beacon they’ve been waiting for. A must-read for anyone serious about harnessing the power of technology to propel their business forward.”―MIKE FISHER, Former CTO at Etsy
Transformed: Moving to the Product Operating Model by Marty Cagan is a groundbreaking guide that challenges traditional business practices and introduces a revolutionary approach to product development and management. Cagan, a renowned product expert, presents the Product Operating Model as a transformative framework for companies to create successful products in today’s fast-paced, technology-driven market. This book stands out in the business literature by offering practical, actionable advice for organizations looking to shift from outdated methodologies to a more agile, customer-centric approach. Cagan’s unique selling point is his ability to combine decades of Silicon Valley experience with clear, implementable strategies for companies of all sizes.
Transformed is primarily targeted at business leaders, executives, and product managers who are looking to revolutionize their approach to product development and organizational structure. The book is particularly relevant for those in technology-driven industries, but its principles can be applied across various sectors. While the concepts presented are sophisticated, Cagan’s clear and accessible writing style makes the book approachable for readers with varying levels of product management experience. Secondary audiences include entrepreneurs, startup founders, and business students who want to understand cutting-edge product development strategies. The book’s language and concepts are accessible to a broad business audience, though some familiarity with product management terms is helpful.
Are you ready to transform your business?
In “Transformed: Moving to the Product Operating Model,” Marty Cagan presents a comprehensive guide to shifting from a traditional project-based approach to a product-centric operating model. Cagan, a seasoned expert in product management, shares invaluable insights and practical strategies to help companies thrive in today’s dynamic market.
The book begins by outlining the limitations of the project-based model and the benefits of adopting a product operating model. Through real-world examples, Cagan demonstrates how this shift can lead to more innovative, customer-centric products. He provides a step-by-step approach to implementing this transformation, emphasizing the importance of team alignment, continuous improvement, and a customer-focused mindset.
Cagan also explores the challenges companies may face during this transition and offers solutions to overcome them. He emphasizes the need for strong leadership and a culture that supports experimentation and learning. By following the principles laid out in the book, businesses can create products that not only meet customer needs but also drive sustainable growth.
Ultimately, “Transformed” is a must-read for anyone looking to stay competitive in the fast-paced world of product development. Marty Cagan’s expertise and practical advice make this book an essential resource for leaders and teams aiming to excel in the product operating model.
The core message of Transformed is that traditional business models are no longer sufficient in today’s rapidly evolving, technology-driven marketplace. Cagan argues that the Product Operating Model is not just a new approach to product development, but a fundamental shift in how organizations should structure themselves to create value for customers and stay competitive.
Imagine your business as a ship navigating treacherous waters. Traditional models are like trying to steer that ship with outdated maps and instruments. The Product Operating Model, on the other hand, equips your organization with a state-of-the-art navigation system, allowing you to adapt quickly to changing currents, spot opportunities on the horizon, and chart a course to success.
Transformed has made significant waves in the business and product management community since its release. Cagan’s ideas challenge long-held beliefs about organizational structure and product development, making the book both influential and controversial.
The book’s impact is evident in how it has been embraced by forward-thinking companies across various industries. Many organizations have used Cagan’s framework as a blueprint for their own transformations, leading to improved product outcomes and increased market competitiveness.
While some traditionalists have criticized the book for being too disruptive, its growing popularity among successful tech companies has lent credibility to Cagan’s approach. Transformed has been praised for its practical, actionable advice, distinguishing it from more theoretical business books.
The significance of Transformed extends beyond its immediate reception. As more companies adopt the Product Operating Model, it has the potential to reshape entire industries and redefine how businesses approach product development in the digital age.
We find that Transformed: Moving to the Product Operating Model by Marty Cagan offers a compelling and comprehensive framework for organizations looking to revolutionize their approach to product development and management. The book’s strengths lie in its practical, actionable insights, rich real-world examples, and holistic approach to organizational transformation. Cagan’s extensive experience in the tech industry shines through in his detailed explanations and case studies, making complex concepts accessible and applicable.
We appreciate the book’s emphasis on cultural change alongside structural reorganization. This focus on the human aspects of transformation sets Transformed apart from more technically-oriented product management books. Cagan’s balanced perspective, which acknowledges the challenges of implementation while providing strategies to overcome them, adds credibility to his arguments and makes the book more valuable for readers facing real-world obstacles.
However, we must also note some limitations. The book’s heavy focus on tech industry examples may make it less immediately relevant for readers in non-tech sectors. Additionally, the lack of quantitative data to support some of Cagan’s claims could leave some readers wanting more concrete evidence of the model’s effectiveness. We also found that the book could have benefited from a more in-depth discussion of scaling challenges in large, complex organizations.
Despite these shortcomings, we believe that Transformed offers significant value to its readers. The Product Operating Model presented in the book aligns well with current trends towards more agile, customer-centric business practices. Cagan’s insights into empowering product teams, fostering a culture of continuous learning and experimentation, and aligning organizational structure with product goals are particularly valuable in today’s rapidly changing business environment.
We also appreciate how Transformed builds upon and expands ideas from other important works in the field, such as Cagan’s own Inspired and Eric Ries’s The Lean Startup. While it shares some common ground with these books, Transformed offers a unique perspective by focusing on organizational-level transformation rather than just individual product management practices or startup methodologies.
We strongly recommend Transformed: Moving to the Product Operating Model to leaders and managers in technology-driven companies who are looking to improve their product development processes and overall organizational effectiveness. The book provides a comprehensive roadmap for transformation that could be invaluable for those willing to undertake significant organizational change.
For readers in non-tech industries or very large, complex organizations, we still recommend the book, but with the caveat that some adaptation of Cagan’s ideas may be necessary. These readers might benefit from supplementing Transformed with other resources that address their specific industry challenges or scaling issues. Overall, we believe that any leader or manager interested in creating more innovative, customer-centric, and adaptive organizations will find valuable insights in Cagan’s work.
The Product Operating Model is the cornerstone of Cagan’s book, representing a paradigm shift in how companies approach product development and organizational structure. This model emphasizes the importance of empowering product teams to make decisions and take ownership of their work. It advocates for a flatter organizational structure that allows for faster decision-making and more direct communication between team members and leadership. The Product Operating Model also stresses the need for continuous learning and adaptation, encouraging companies to embrace failure as a learning opportunity rather than a setback.
Customer-centricity is another crucial aspect of Cagan’s approach. He argues that successful products are built on a deep understanding of customer needs and problems. This involves going beyond simple market research to engage in ongoing dialogue with customers, observing their behaviors, and constantly seeking feedback. Cagan emphasizes that customer-centricity should be ingrained in every aspect of the product development process, from initial ideation to post-launch improvements.
Product discovery is a key concept that Cagan explores in depth. This process involves identifying and validating product ideas before committing significant resources to development. Cagan outlines various techniques for effective product discovery, including rapid prototyping, A/B testing, and customer interviews. He stresses the importance of separating product discovery from product delivery, allowing teams to explore multiple ideas quickly and cheaply before deciding which ones to pursue further.
Cross-functional teams are essential to the Product Operating Model. Cagan advocates for assembling teams that include members with diverse skills and perspectives, such as designers, engineers, and product managers. These teams should be empowered to work autonomously towards shared goals, with clear accountability for outcomes. Cagan explains how this approach fosters creativity, speeds up decision-making, and leads to more innovative products.
Leadership transformation is another critical element of Cagan’s model. He argues that traditional management hierarchies are ill-suited to the fast-paced world of product development. Instead, Cagan proposes a new leadership model where executives focus on setting overall strategy and vision, while empowering product teams to make tactical decisions. This requires leaders to adopt a coaching mindset, providing guidance and support rather than top-down directives.
Continuous innovation is a recurring theme throughout the book. Cagan emphasizes that in today’s rapidly changing market, companies can’t afford to rest on their laurels. He provides strategies for fostering a culture of innovation, including encouraging experimentation, celebrating failures as learning opportunities, and continuously seeking out new technologies and trends that could disrupt the market.
The role of technology in enabling the Product Operating Model is another key topic. Cagan discusses how modern tools and platforms can support rapid prototyping, facilitate communication within cross-functional teams, and enable data-driven decision-making. He emphasizes the importance of choosing the right technologies to support product development processes and explains how these tools can be leveraged to gain a competitive advantage.
Metrics and measurement form another crucial aspect of Cagan’s approach. He argues for a shift away from traditional business metrics towards more product-centric measures of success. This includes focusing on customer satisfaction, engagement, and retention rather than solely on revenue or market share. Cagan provides guidance on selecting and tracking the right metrics to drive product decisions and measure the success of the Product Operating Model.
Spotify’s Squad Model: Cagan cites Spotify’s organizational structure as a prime example of the Product Operating Model in action. The company organizes its workforce into small, cross-functional teams called “squads,” each responsible for a specific aspect of the product. This structure allows for rapid decision-making and fosters a sense of ownership among team members.
Amazon’s Customer Obsession: Amazon’s relentless focus on customer needs is highlighted as a successful implementation of customer-centricity. Cagan describes how Amazon’s practice of starting product development with a press release written from the customer’s perspective ensures that the team always keeps the end-user in mind.
Netflix’s Culture of Innovation: Cagan points to Netflix’s approach to innovation as an exemplary case. He describes how the company encourages employees to make bold bets and learn from failures, which has enabled Netflix to stay ahead of the curve in the rapidly evolving streaming industry.
Google’s 20% Time: The author uses Google’s famous “20% time” policy as an illustration of how companies can foster continuous innovation. This policy, which allows employees to spend 20% of their time on side projects, has led to the development of successful products like Gmail and Google News.
Adobe’s Shift to Cloud: Cagan presents Adobe’s transition from selling boxed software to a cloud-based subscription model as an example of successful product transformation. He describes how the company had to reorganize its teams and processes to support this new business model, aligning with the principles of the Product Operating Model.
Airbnb’s Product Discovery Process: The author details Airbnb’s approach to product discovery, which involves extensive user research and rapid prototyping. He explains how this process led to the development of features like “Experiences,” which expanded Airbnb’s offering beyond accommodation.
Microsoft’s Leadership Transformation: Cagan discusses Microsoft’s shift under CEO Satya Nadella as an example of leadership transformation. He describes how Nadella’s emphasis on a growth mindset and empowering employees aligns with the leadership principles of the Product Operating Model.
Facebook’s Experimentation Culture: The author uses Facebook’s culture of continuous experimentation as an example of data-driven decision-making. He describes how the company runs thousands of A/B tests daily, allowing them to rapidly iterate and improve their products based on user behavior.
Tesla’s Vertical Integration: Cagan points to Tesla’s approach of controlling every aspect of their product, from manufacturing to sales, as an example of how the Product Operating Model can extend beyond software development. He explains how this level of control allows Tesla to rapidly innovate and respond to customer needs.
Cagan emphasizes the importance of shifting from project-based teams to dedicated product teams. This means assembling cross-functional groups that stay together long-term, focusing on a specific product or feature area. To implement this, organizations should restructure their workforce, grouping designers, engineers, and product managers into stable teams. Each team should be given clear ownership of their product area, with the autonomy to make decisions and the accountability for outcomes. This approach fosters deep product knowledge, better collaboration, and more innovative solutions. Companies can start by identifying key product areas and forming pilot teams, gradually expanding the model across the organization.
The book advocates for a dual-track approach of continuous discovery alongside continuous delivery. This means constantly exploring new ideas and validating them with customers, while simultaneously improving and delivering existing products. To apply this insight, companies should allocate dedicated time and resources for discovery activities. This could involve setting up regular customer interviews, running frequent A/B tests, or creating a “discovery sprint” process. Teams should aim to test multiple ideas quickly and cheaply before committing to full development. Meanwhile, the delivery track should focus on incremental improvements and regular releases. This approach helps companies stay innovative while maintaining a steady flow of product improvements.
Cagan argues for a shift in the role of product managers from feature executors to empowered product leaders. This means giving product managers the authority to make strategic decisions about their product area, rather than just implementing features dictated by executives. To put this into practice, organizations need to redefine the product manager role, emphasizing skills like market assessment, strategic thinking, and stakeholder management. Companies should invest in training programs to develop these skills in their product managers. Additionally, leadership needs to consciously step back from tactical decisions, instead focusing on setting clear objectives and success criteria for product teams.
The book stresses the importance of focusing on outcome-based metrics rather than output-based ones. This means measuring success not by the number of features shipped or story points completed, but by the actual impact on customer behavior and business results. To implement this, companies should identify key performance indicators (KPIs) that directly reflect customer value and business goals. For example, instead of tracking the number of new features, a team might focus on metrics like customer retention rate or average revenue per user. Teams should be given access to real-time data on these metrics and the tools to analyze them. Regular reviews should focus on discussing these outcomes and brainstorming ways to improve them, rather than just checking off completed tasks.
Cagan proposes a fundamental shift in the role of leadership from directing to enabling. In the Product Operating Model, leaders should focus on setting the overall vision and strategy, then empowering teams to figure out how to achieve it. To apply this, executives should spend more time on activities like defining clear company objectives, removing organizational obstacles, and coaching teams. They should resist the urge to dictate solutions or get involved in day-to-day product decisions. Instead, leaders can set up regular “demo days” where teams showcase their work, allowing executives to stay informed and provide high-level guidance without micromanaging.
The book emphasizes the value of rapid prototyping and experimentation in reducing risk and accelerating learning. This involves creating quick, low-fidelity versions of product ideas to test with users before committing to full development. To implement this, companies should invest in tools and training for rapid prototyping techniques like paper prototypes, clickable mockups, or “Wizard of Oz” tests. Teams should be encouraged to run multiple small experiments rather than betting everything on one big launch. This could involve setting up a regular cadence of user testing sessions or implementing a system for easy deployment of A/B tests. The goal is to create a culture where testing ideas is quick, cheap, and routine.
Cagan stresses the importance of product teams having direct, ongoing interaction with customers to build genuine empathy and understanding. This goes beyond traditional market research to include regular, qualitative interactions. To put this into practice, companies should set up programs for team members to regularly observe and talk to customers. This could involve scheduling monthly customer interviews, setting up a customer advisory board, or having team members periodically work in customer service roles. The key is to ensure that everyone involved in product development, not just researchers or designers, has frequent, firsthand exposure to customer perspectives and pain points.
The book advocates for a holistic approach to product development that considers all aspects of the customer experience, not just features and functionality. This includes elements like onboarding, pricing, customer support, and even marketing messages. To implement this, product teams should be given broader responsibility and authority over the entire customer journey. This might involve reorganizing teams to align with customer lifecycle stages rather than internal functions. Companies can also implement regular “journey mapping” exercises to identify and address pain points across the entire customer experience. The goal is to create products that are not just technically sound, but that provide a cohesive and satisfying end-to-end experience for users.
Cagan emphasizes the importance of fostering a culture of continuous learning and adaptation. This means treating every product decision as a learning opportunity and being willing to change course based on new information. To cultivate this culture, companies should implement regular retrospectives not just for projects, but for product decisions and strategies. They should celebrate learning and smart pivots as much as successes. Organizations can set up internal knowledge-sharing systems, like regular tech talks or a company wiki, to ensure insights are spread across teams. Leaders should model this behavior by openly discussing their own learnings and mistakes. The aim is to create an environment where everyone feels safe to experiment, fail, learn, and improve continuously.
Cagan’s Transformed stands out for its highly practical and actionable insights. Unlike many business books that offer vague advice, Cagan provides specific, implementable strategies for moving to the Product Operating Model. He breaks down complex concepts into step-by-step processes, making it easier for readers to apply these ideas in their organizations. For instance, his detailed explanation of how to structure and empower product teams gives readers a clear roadmap for organizational change. The book’s strength lies in its ability to bridge the gap between theory and practice, offering concrete examples and tools that readers can use immediately.
One of the book’s major strengths is its abundance of real-world examples from well-known companies. Cagan draws on his extensive experience working with top tech firms to illustrate how the Product Operating Model works in practice. These case studies bring the concepts to life, showing how companies like Amazon, Google, and Netflix have successfully implemented these principles. By providing diverse examples from different industries and company sizes, Cagan demonstrates that the Product Operating Model is not just for tech giants but can be adapted to various contexts. This approach helps readers understand how to apply the book’s ideas in their specific situations.
Transformed offers a comprehensive view of product management and organizational structure. Cagan doesn’t just focus on one aspect of product development but covers the entire ecosystem, from leadership roles to team structures, from discovery processes to delivery methods. This holistic approach helps readers understand how all these elements interconnect and why changing one aspect often requires adjusting others. The book’s strength lies in its ability to provide a complete framework for transformation, rather than just piecemeal advice.
A significant strength of the book is its emphasis on cultural change as a crucial component of implementing the Product Operating Model. Cagan recognizes that structural changes alone are not enough; organizations need to shift their mindset and values to truly transform. He provides insights into how to foster a culture of innovation, empower employees, and build trust between leadership and product teams. This focus on the human and cultural aspects of transformation sets Transformed apart from more technically-focused product management books.
Cagan presents a balanced view of the Product Operating Model, which is another strength of the book. While he is clearly an advocate for this approach, he doesn’t shy away from discussing the challenges and potential pitfalls of implementation. He acknowledges that transformation is difficult and can face resistance within organizations. By addressing these challenges head-on and offering strategies to overcome them, Cagan provides a realistic and nuanced perspective that increases the book’s credibility and usefulness.
The clarity of Cagan’s writing is a notable strength of Transformed. He breaks down complex concepts into digestible chunks, using clear language and avoiding unnecessary jargon. His writing style is engaging and accessible, making the book readable for both experienced product managers and those new to the field. The logical flow of ideas and well-structured chapters help readers grasp and retain the information easily. This clarity of communication enhances the book’s overall impact and makes it a valuable resource for a wide range of readers.
While Transformed provides valuable insights for technology-driven companies, it falls short in addressing the unique challenges faced by non-tech industries. The majority of examples and case studies come from Silicon Valley tech giants, which may not be directly applicable to companies in more traditional sectors. Cagan could have strengthened the book by including more diverse examples from industries like manufacturing, healthcare, or finance. This would have demonstrated how the Product Operating Model can be adapted to different contexts and regulatory environments, making the book more relevant to a broader audience.
Despite the wealth of anecdotal evidence and case studies, Transformed lacks substantial quantitative data to support its claims. While Cagan’s arguments are compelling, they would be more convincing if backed by rigorous statistical analysis or longitudinal studies showing the long-term impact of implementing the Product Operating Model. The absence of hard data makes it challenging for readers to objectively assess the effectiveness of this approach compared to traditional models. Including more quantitative research would have strengthened the book’s arguments and provided readers with concrete metrics to justify organizational changes.
While Cagan does an excellent job of explaining how to implement the Product Operating Model in small to medium-sized organizations, he doesn’t adequately address the challenges of scaling this approach in large, complex enterprises. Issues like coordinating multiple product teams, managing dependencies between products, and aligning product strategies across diverse business units are not explored in sufficient depth. This oversight leaves readers from larger organizations without clear guidance on how to adapt the model to their specific needs and constraints. A more thorough discussion of scaling strategies would have made the book more valuable for leaders in large corporations.
Although Cagan presents a balanced view overall, he could have devoted more attention to potential downsides or limitations of the Product Operating Model. While he acknowledges that transformation can be challenging, he doesn’t fully explore scenarios where this approach might not be the best fit or where it could lead to negative outcomes if not implemented correctly. A more critical examination of the model’s limitations would have provided readers with a more comprehensive understanding and helped them make more informed decisions about whether and how to implement these ideas in their organizations.
One potential blind spot in Transformed is its strong focus on product teams and product management, which might lead readers to undervalue other critical business functions. While the Product Operating Model emphasizes cross-functional collaboration, there’s a risk of creating a product-centric culture that overshadows areas like finance, human resources, or customer service. This could result in an imbalanced organization where non-product teams feel marginalized. Marty Cagan’s earlier book, Inspired: How to Create Tech Products Customers Love, shares this blind spot to some extent. Readers might benefit from complementing Transformed with books like Team of Teams by General Stanley McChrystal, which offers a broader perspective on organizational agility and cross-functional collaboration.
Cagan’s model assumes relatively stable product ownership, where teams can work on the same product or feature area for extended periods. However, in many organizations, especially those undergoing rapid growth or frequent restructuring, product ownership may shift more frequently. This blind spot could lead to challenges in implementing the Product Operating Model in highly dynamic environments. The book The Lean Startup by Eric Ries offers complementary insights on how to manage product development in highly uncertain and rapidly changing contexts, which could help address this blind spot.
Given the increasing prevalence of remote and distributed teams, especially in the wake of global events like the COVID-19 pandemic, Transformed falls short in addressing the unique challenges of implementing the Product Operating Model in remote work environments. The book assumes a level of in-person interaction that may not be feasible for many organizations today. This oversight could lead to difficulties in applying Cagan’s principles in distributed teams. Books like Remote: Office Not Required by Jason Fried and David Heinemeier Hansson offer insights on managing remote teams that could complement Transformed and help readers adapt the Product Operating Model to remote work contexts.
Another blind spot in Transformed is its limited attention to regulatory and compliance issues, which are critical concerns for many industries. While the book’s focus on rapid iteration and experimentation is valuable, it doesn’t adequately address how to balance this approach with the need for rigorous compliance in heavily regulated sectors like finance or healthcare. This oversight could lead to challenges when trying to implement the Product Operating Model in these industries. Readers working in regulated environments might benefit from supplementing Transformed with books like The Regulatory Craft by Malcolm K. Sparrow, which offers insights on balancing innovation with regulatory compliance.
Inspired: How to Create Tech Products Customers Love by Marty Cagan
Cagan’s earlier work, Inspired, serves as a foundation for many of the ideas expanded upon in Transformed. While Inspired focuses primarily on the tactics and techniques of effective product management, Transformed takes a broader view, addressing organizational structure and culture. Inspired provides more detailed insights into specific product management practices, such as prototyping and user testing, while Transformed offers a higher-level framework for organizational transformation. Both books share Cagan’s emphasis on empowered product teams and customer-centric development. However, Transformed goes further in addressing the leadership and structural changes necessary to support these practices at an organizational level.
The Lean Startup by Eric Ries
Ries’s The Lean Startup shares some common ground with Transformed in its emphasis on rapid iteration and customer feedback. Both books advocate for a more agile, experimental approach to product development. However, The Lean Startup focuses more on the process of validating business ideas and finding product-market fit, particularly for new ventures. In contrast, Transformed is more concerned with how established companies can reorganize themselves to become more innovative and responsive. Ries’s book provides more detailed guidance on specific techniques like the Build-Measure-Learn cycle, while Cagan’s work offers a broader organizational framework. The Lean Startup is perhaps more accessible to entrepreneurs and startups, while Transformed is better suited to leaders in larger, established organizations.
Continuous Discovery Habits by Teresa Torres
Torres’s book dives deep into the practice of continuous discovery, which is one component of the Product Operating Model described in Transformed. While Cagan provides an overview of discovery practices as part of his broader model, Torres offers a much more detailed exploration of how to implement continuous discovery effectively. Continuous Discovery Habits provides specific techniques and tools for ongoing customer research and idea validation, which could be seen as complementary to Cagan’s broader organizational approach. Torres’s book is more focused on the day-to-day work of product managers and designers, while Transformed takes a higher-level view of how to structure organizations to support these practices.
Team Topologies by Matthew Skelton and Manuel Pais
Team Topologies shares Transformed‘s focus on organizational structure but approaches it from a different angle. While Cagan emphasizes empowered product teams, Skelton and Pais provide a more detailed framework for how different types of teams (including but not limited to product teams) should interact within an organization. Team Topologies offers more specific guidance on team interactions and Conway’s Law, which could be seen as complementary to Cagan’s Product Operating Model. However, Transformed provides a more comprehensive view of product development practices and cultural changes, while Team Topologies is more focused on team structure and communication patterns.
Escaping the Build Trap by Melissa Perri
Perri’s book shares Transformed‘s critique of output-focused product development and emphasis on outcomes. Both books argue for a more strategic approach to product management that focuses on delivering customer value rather than just shipping features. However, Escaping the Build Trap places more emphasis on the role of product strategy and provides more detailed guidance on how to align product work with business goals. While Transformed offers a broader organizational model, Perri’s book dives deeper into the specific challenges product managers face in shifting from an output to an outcome mindset. Escaping the Build Trap might be more immediately applicable for individual product managers, while Transformed is better suited for organizational leaders looking to drive change at a higher level.
Embrace Continuous Learning
Develop Customer Empathy
Master Rapid Prototyping and Experimentation
Develop Cross-Functional Collaboration Skills
Adopt Outcome-Focused Thinking
Cultivate Leadership Skills
Drive Personal Innovation
Artificial Intelligence is rapidly transforming various industries. In product development, AI could enhance the Product Operating Model. It might assist in customer data analysis, predicting user needs, and even generating product ideas. AI could streamline the rapid prototyping process, creating multiple variants for testing. However, the human element in understanding customer empathy and making strategic decisions will remain crucial. Companies adopting the Product Operating Model may need to integrate AI tools thoughtfully to maintain the balance between technological efficiency and human insight.
The trend towards remote work, accelerated by global events, is likely to continue. This shift presents both challenges and opportunities for the Product Operating Model. Cross-functional collaboration might become more complex in a distributed environment. Yet, it could also allow companies to access a global talent pool. Tools for virtual collaboration and remote user testing will become increasingly important. Organizations may need to adapt their processes to ensure effective communication and maintain team cohesion in a distributed setting.
As environmental concerns grow, sustainability is becoming a key factor in product development. The Product Operating Model’s emphasis on customer-centricity and continuous discovery aligns well with this trend. Companies may need to expand their definition of “customer” to include the environment and society at large. This could lead to new metrics for success, beyond just business outcomes. The rapid prototyping and experimentation approach could be applied to finding sustainable solutions. Product teams might need to include sustainability experts to fully embrace this trend.
With growing concerns about data privacy and ethical tech, the Product Operating Model may need to evolve. The continuous discovery process might face new challenges in data collection and user testing. Product teams may need to include ethics specialists or privacy experts. The empowered team model could expand to include more diverse perspectives on ethical issues. Companies might need to develop new frameworks for ethical decision-making in product development. This trend could lead to a renewed emphasis on building trust with users as a key product outcome.
Low-code and no-code platforms are making product development more accessible to non-technical users. This trend could impact how the Product Operating Model is implemented, especially in smaller organizations or startups. It might lead to more diverse, cross-functional teams where traditional roles blur. The rapid prototyping and experimentation process could become even faster and more iterative. However, this trend also raises questions about maintaining product quality and consistency. Companies may need to find a balance between democratization and maintaining professional standards in product development.
Transformed: Moving to the Product Operating Model has the potential to significantly influence the field of product management and organizational design in the coming years. As companies increasingly recognize the need for digital transformation and more agile ways of working, Cagan’s framework provides a comprehensive roadmap for organizational change. The book’s emphasis on empowered product teams and customer-centric development aligns with broader trends in business and technology, suggesting that its influence could extend beyond just product management circles.
In the short term, we may see more companies experimenting with the Product Operating Model or elements of it. This could lead to a shift in how organizations structure their product development teams and processes. The book’s ideas could influence job descriptions, team structures, and even corporate hierarchies in technology-driven companies.
Over the longer term, if the Product Operating Model proves successful in practice, it could lead to more fundamental changes in how businesses operate. We might see a move away from traditional functional silos towards more fluid, product-oriented structures. This could have implications for everything from career paths to business education, as the skills needed to succeed in this new model may differ from those valued in more traditional organizational structures.
The book’s emphasis on continuous discovery and rapid experimentation could also influence how companies approach innovation and risk management. If more organizations adopt this approach, we might see a shift towards more iterative, data-driven decision-making processes across various industries.
However, the broader implications of Transformed will likely depend on how well its ideas translate to different contexts. While the model has proven successful in some technology companies, its applicability to other industries and to larger, more complex organizations remains to be seen. If the model can be successfully adapted to a wide range of contexts, its influence could be far-reaching. If not, its impact may be more limited to specific sectors or types of organizations.
Furthermore, the book’s ideas around empowered teams and decentralized decision-making could have wider societal implications if they spread beyond the business world. These concepts align with broader trends towards flatter hierarchies and more participatory structures in various domains. If successful, they could influence thinking about organizational design in non-profit, educational, or even governmental contexts.
Ultimately, the long-term influence of Transformed will depend on how well its ideas stand up to practical implementation and how effectively they can be adapted to meet the evolving challenges of the business world. As more organizations experiment with the Product Operating Model, we’ll gain a clearer picture of its strengths, limitations, and broader implications for the future of work and organizational design.
Team Topologies by Matthew Skelton and Manuel Pais: This book provides a comprehensive framework for organizing business and technology teams for fast flow. It complements Cagan’s work by offering detailed insights into team structures and interactions, which is crucial for implementing the Product Operating Model effectively. Skelton and Pais’s ideas on team patterns and interaction modes can help readers understand how to structure and scale product teams in complex organizations.
Empowered by Marty Cagan and Chris Jones: As a follow-up to Inspired and a companion to Transformed, this book focuses on creating strong product teams within the context of the Product Operating Model. It offers deeper insights into leadership roles and how to truly empower product teams, making it an excellent complement to the organizational focus of Transformed.
The Lean Product Playbook by Dan Olsen: Olsen’s book provides a practical guide to implementing lean principles in product development. It offers specific techniques for product-market fit and user experience optimization, which can enhance the continuous discovery and rapid experimentation aspects of the Product Operating Model. Readers will find concrete methods to apply alongside Cagan’s broader organizational framework.
Outcomes Over Output by Joshua Seiden: This concise book dives deep into the concept of outcome-focused product development, which is a key aspect of the Product Operating Model. Seiden provides practical techniques for defining and measuring outcomes, making it a valuable resource for teams transitioning from output-based to outcome-based metrics as suggested in Transformed.
The Innovator’s Dilemma by Clayton Christensen: Christensen’s classic work on disruptive innovation provides important context for why traditional organizational models often struggle with innovation. It offers a complementary perspective to Cagan’s work, helping readers understand the market forces that make the Product Operating Model necessary in today’s business environment.
Lean Enterprise by Jez Humble, Joanne Molesky, and Barry O’Reilly: This book extends lean and agile principles to the entire enterprise, beyond just product development. It provides valuable insights on how to scale the principles of the Product Operating Model across large organizations, making it particularly useful for readers in enterprise contexts.
The Design of Everyday Things by Don Norman: While not directly about product management, Norman’s seminal work on user-centered design provides crucial insights into creating products that truly meet user needs. It complements the customer-centric aspects of the Product Operating Model, offering readers a deeper understanding of how to create intuitive, user-friendly products.
Crossing the Chasm by Geoffrey Moore: Moore’s book on marketing and selling disruptive products to mainstream customers provides valuable context for the go-to-market aspects of product development. It offers complementary strategies for product adoption that can inform how teams applying the Product Operating Model think about product-market fit and scaling.
Silicon Valley Product Group (SVPG): Founded by Marty Cagan, this website offers a wealth of articles, videos, and resources on product management and the Product Operating Model. It’s an excellent source for staying updated on Cagan’s latest thoughts and industry trends. https://www.svpg.com/
Mind the Product: This global community for product managers offers a blog, events, and training resources. It’s a valuable platform for learning about and discussing product management practices aligned with the Product Operating Model. https://www.mindtheproduct.com/
Product School: An online education platform offering courses and certifications in product management. It provides practical training that can help individuals and teams implement concepts from the Product Operating Model. https://productschool.com/
Industry: The Product Conference: This annual conference brings together product leaders from around the world to discuss the latest trends and best practices in product management. It often features speakers who discuss topics aligned with the Product Operating Model. https://industryconference.com/
ProductCon: Organized by Product School, this conference offers insights from top product leaders at companies known for their innovative product practices. It’s an excellent opportunity to learn how different organizations implement product-centric approaches. https://productschool.com/productcon/
Product Management Institute (PMI): While traditionally focused on project management, PMI has expanded to include product management. It offers resources, certifications, and networking opportunities that can support professionals implementing the Product Operating Model. https://www.pmi.org/
Association of International Product Marketing and Management (AIPMM): This organization provides certifications and resources for product managers and marketers. It offers a broader perspective on product management that can complement the Product Operating Model. https://aipmm.com/
This is Product Management: This podcast features interviews with product leaders from various industries, often discussing topics related to the Product Operating Model. It’s an excellent resource for hearing real-world implementation stories. https://www.thisisproductmanagement.com/
Masters of Scale: Hosted by Reid Hoffman, this podcast explores how companies grow from zero to a gazillion. While not specifically about product management, it offers valuable insights into scaling practices that align with the Product Operating Model. https://mastersofscale.com/
SVPG Workshops: Marty Cagan and his colleagues offer workshops on various aspects of product management and the Product Operating Model. These provide in-depth, practical training on implementing the ideas from Transformed. https://www.svpg.com/public-classes/
Coursera: Digital Product Management: This course from the University of Virginia provides a comprehensive overview of modern product management practices, many of which align with the Product Operating Model. https://www.coursera.org/learn/uva-darden-digital-product-management
The Social Dilemma: While not directly about product management, this documentary offers insights into the impact of product decisions in tech companies. It provides thought-provoking context for the ethical considerations in the Product Operating Model.
General Magic: This documentary tells the story of a pioneering tech company that failed despite having brilliant ideas and talent. It offers valuable lessons on the importance of timing, market fit, and execution in product development.
Discover the key takeaways from top non-fiction books in minutes. Get the wisdom you need to succeed fast. Here, learning is quick, engaging, and always at your fingertips.
© 2025 All Rights Reserved.
