Service · Product operating model
Connect strategy, discovery, engineering and delivery around outcomes.
Coaching for leadership teams moving from project delivery to a product operating model that focuses on problems worth solving.
The problem
Projects delivered, outcomes unclear.
Many organisations still operate as a project delivery machine wrapped in Agile language. Roadmaps are lists of features, discovery is disconnected from engineering, and success is measured by launch, not impact. A product operating model changes what is planned, measured and rewarded.
Who this is for
Ideal client
- →Chief Product Officers and Heads of Product
- →Chief Technology Officers and Heads of Engineering
- →Transformation and operating-model leadership
- →Cross-functional product leadership teams
Warning signs
Signals this may help
- ◆Roadmaps are lists of outputs, not problems or outcomes
- ◆Discovery and engineering feel like separate organisations
- ◆Success is judged at launch, not by customer impact
- ◆Teams have limited autonomy despite being described as empowered
What's included
The engagement
- ◇Coaching for product and engineering leadership on the target operating model
- ◇Outcome and problem-framing coaching for product leaders
- ◇Discovery-to-delivery flow design
- ◇Team topology and ownership review
- ◇Coaching product managers, engineering managers and delivery leads
- ◇Working sessions on autonomy, alignment and decision rights
- ◇Measurement design—outcome, product health and flow measures
The approach
How the work unfolds
- 01
Diagnose
Understand the current operating model as it works day-to-day, not as it's described.
- 02
Design
Design a target operating model appropriate for your organisation—not a copied playbook.
- 03
Coach
Coach leaders and teams through the transition, focusing on real decisions and real work.
- 04
Embed
Adjust structures, incentives and measures so the new model becomes the default.
Expected outcomes
Not guarantees — direction of change
Every organisation is different. These are the outcomes typically observed when the work is done well.
- ✓Roadmaps expressed as problems and outcomes, not just features
- ✓Product and engineering leadership operating as one team
- ✓Discovery informing delivery, and delivery informing discovery
- ✓Teams with the autonomy and evidence to make good decisions
- ✓Measurement that reflects customer impact, not just output
Engagement options
Sensible ways to work together
Operating model review
Focused engagement to describe the current operating model and recommend targeted changes.
Leadership coaching
Ongoing coaching for the product and engineering leadership team as the model matures.
Team-level coaching
Coaching for a small number of product teams as they operate in the new model.
Duration, scope and pricing are agreed in a scoping conversation. No fixed enterprise pricing published.
FAQ
Frequently asked
Is this the Marty Cagan model?+
Cagan's writing is one useful reference. The work is not a wholesale import of any single model—it's a target designed around your organisation, product and constraints.
Do we need to reorganise?+
Sometimes. Often the biggest changes are in policies, measures and decision rights rather than boxes on a chart.
How does this fit with SAFe?+
The work is compatible with organisations running SAFe today. The focus is on outcomes, flow and evidence—whichever operating model is in use.
Ready to start the conversation?
A scoping call is the fastest way to know if this is the right fit.