Artigo que explora as diferentes áreas em uma empresa tradicional versus uma empresa mais moderna.
Essa parte aqui chama atenção:
Strategic Context — In traditional companies the mission is all about business success (“To become the market leader in X…”), the vision is often unclear, and the strategy is just a long wish list of objectives organized around “pillars” (which perfectly match the org structure). The strategic void is filled with multi-year plans and roadmaps that almost never materialize. Companies using the modern product operating model have a vision of a better future state of the world, a mission that states how they can play a part in bringing about this better future, and a strategy that specifies the top opportunities and challenges the company aims to tackle to get there, along with clear principles to guide the work. Like everything else in the modern company, the strategic context is agile, adaptive, and is guided by evidence.
Here are the key takeaways from "The Product Operating Model Explained" by Itamar Gilad:
- The Product Operating Model (POM) is shaped by the principles, practices, and competencies underlying how the best tech-powered companies work.
- Spectrum of Operating Models: Companies lie on a spectrum from traditional (top-down, delivery team focus, revenue-centric) to modern (customer-focused, empowering, evidence-guided). Most companies blend elements from both ends.
- Modernization Is Evolutionary: Moving toward a modern model is gradual, requiring adaptation over time rather than a quick transformation.
- Eight Core Functions: A useful system to understand organizations includes:
- Strategic Context
- Goals and Metrics
- Research
- Product Discovery
- Product Delivery
- Go-To-Market
- Operations and Infrastructure
- Culture
- How Each Function Differs in Modern Companies:
- Strategic Context: Modern orgs have clear, adaptive visions, missions, and strategies guided by evidence.
- Research: Goes beyond requests or surveys; includes diverse activities and broad employee access.
- Goals & Metrics: Modern orgs separate outcomes from outputs, optimize for customer value, and use outcome roadmaps.
- Product Discovery: Modern orgs evaluate/test ideas before delivery and pivot or drop those that don’t work.
- Product Delivery: Collaboration and flexibility matter more than perfect agile rituals or deadlines.
- Go-To-Market: Strong cross-functional alignment; growth teams often optimize for both business and customer value.
- Operations/Infrastructure: Support creation and value delivery, not just risk/cost reduction.
- Culture: Focuses on trust, adaptability, explicit development, and balance between stakeholder needs.
- Central Insight: Traditional companies often over-invest in execution while under-investing in observation, research, and strategy, resulting in inefficiency and lack of impact.itamargilad
- Biggest Impact: Culture is most central and hardest to change; explicit leadership work can foster successful, adaptive cultures.
- Final Thought: The product operating model is a practical abstraction that helps diagnose company strengths and weaknesses, especially around innovation and impact.
This summary can be used for sharing or internal discussion to highlight the principles and differences in modern product operating models.